HomeMy WebLinkAbout2021-05-18; City Council; ; Fiscal Year 2021-22 Budget - Preliminary Operating, Strategic Digital Transformation Investment Program and Capital Improvement Program Meeting Date: May 18, 2021
To: Mayor and City Council
From: Scott Chadwick, City Manager
Staff Contact: Laura Rocha, Deputy City Manager, Administrative Services
laura.rocha@carlsbadca.gov, 760-602-2415
Ryan Green, Finance Director
ryan.green@carlsbadca.gov, 760-602-2414
Subject: Fiscal Year 2021-22 Budget - Preliminary Operating, Strategic Digital
Transformation Investment Program and Capital Improvement Program
Recommended Action
• Accept report and set a public hearing of June 8, 2021 for adoption of the Fiscal Year
2021-22 Operating Budget, Capital Improvement Program and Strategic Digital
Transformation Investment Program and adoption of the changes to the Master Fee
Schedule
• Adopt a resolution approving the appropriation of General Fund reserves in fiscal year
2020-21 to pay down $10 million of the city’s existing pension liability to the California
Public Employees Retirement System and the appropriation and transfer of $3.5 million
from General Fund reserves to the Infrastructure Replacement Fund
Executive Summary
The presentation of the Preliminary Fiscal Year 2021-22 Operating Budget, Strategic Digital
Transformation Investment Program and Capital Improvement Program is an opportunity for
the City Council and the community to review the proposed budget for the upcoming fiscal
year.
The Strategic Digital Transformation Investment Program is a comprehensive approach to
planning for and funding digital transformation efforts throughout the city. The purpose of this
new program is to provide an annual investment strategy, not a commitment for spending, by
outlining a five-year expenditure plan for future digital transformation and technology projects
and the corresponding revenues necessary to pay for them.
The Capital Improvement Program reflects the city’s ongoing commitment to maintaining
facilities to the highest standards of quality for our community today and in the future. It is a
planning document, not a commitment for future spending. The 15-year program outlines the
expenditure plan for future capital projects and the corresponding revenues to pay for those
expenditures.
May 18, 2021 Item #8 Page 1 of 308
The City Council will be asked at a public hearing on June 8, 2021, to approve operating budget
expenditures of $316.8 million, Strategic Digital Transformation Investment Program funding of
$4.9 million and Capital Improvement Program funding of $56.2 million for fiscal year 2021-22.
At the City Council meeting on April 27, 2021, the City Council directed the use of $13.5 million
of General Fund reserves in excess of the 40% target requirement for:
• A payment of $10 million to CalPERS to pay down existing unfunded pension liability
• A transfer of $3.5 million from the General Fund to the Infrastructure Replacement Fund
Staff is now returning with a resolution to carry out the City Council’s direction in the current
fiscal year 2020-21.
Discussion
Operating budget
The annual operating budget is the most significant expression of how City Council policies are
translated into daily operations. The City Council sets the overall policy direction for Carlsbad
and helps staff prioritize programs, projects and services to support that direction.
City Council goal-setting has historically been an opportunity to clarify city policy priorities and
inform how resources are allocated in the city budget. Staff held workshops with the City
Council to discuss priorities on Feb. 4, 2021, Feb. 11, 2021, and March 11, 2021, and the City
Council approved the following four priorities as areas of focus for the upcoming fiscal year:
• Engage the community through a citizens committee to create a new plan to manage
growth in Carlsbad in a way that maintains an excellent quality of life
• Reduce the homeless unsheltered population, among those who want help, by 50
percent within five years
• Bring the Fire Department into conformance with the Standards of Cover evaluation1
• Conduct a facilitated City Council workshop to work on team building and City Council
communication and an ethics ordinance to support the delivery of superior public
service
Staff presented work plans to put the City Council’s goals into operation at the council meetings
on April 27, 2021 and May 12, 2021. The approved work plans are integrated throughout the
city’s fiscal year 2021-22 operating budget and Capital Improvement Program.
Maintaining good fiscal health remains a significant priority. Meeting this objective preserves
the city’s ability to continue providing important programs and services to the community. The
operating budget’s principles and fiscal recovery priorities help guide the city’s evolution
through uncertain times, supporting economic recovery through changes to our policies and
programs where applicable, focusing on resiliency over the long-term by using temporary
solutions to bridge revenue losses expected in the short-term and seeking new ways to conduct
work through efficiencies and new platforms or service models.
1 The Standards of Cover evaluation identified both the current deployment performance of the Fire Department
and the city’s desired service levels and then assessed the city’s ability to provide them. This evaluation was begun
by an outside consultant in 2019 and completed and presented to the City Council on May 19, 2020.
May 18, 2021 Item #8 Page 2 of 308
The City Council has a policy of maintaining a reserve with the target balance of 40% of the
General Fund operating budget. These are the cash balances made available from the prudent
fiscal policy of bringing a balanced budget annually, and at times seeing unexpected revenues,
or expenditures coming in lower than the budget. One of the purposes of this reserve is to
protect against cyclical swings in the economy and to fund large one-time expenditures. The
City Council’s recently set goals employ a strategy of using $5.9 million of the General Fund
reserves to fund the one-time expenditures to effectively execute the goals. The additional one-
time expenditures funded by reserves result in a projected deficit in fiscal year 2021-22.
Excluding these, the city projects an operational surplus.
The recommended Preliminary General Fund Operating Budget totals $184.2 million, with
estimated revenues of $178.8 million. General Fund revenues provide a representative picture
of the local economy. These revenues are of particular interest because they contain most of
the discretionary funds that pay for basic city services, such as police, fire, library and cultural
arts services, street and park maintenance and recreation. A summarized outlook of the major
General Fund revenues can be found in the operating budget overview.
The operating budget overview also contains a detailed look at expenditures by type, General
Fund transfers to other funds and information about the City Council contingency fund. The
chart below shows the adopted fiscal year 2020-21 General Fund budget as well as the
proposed fiscal year 2021-22 budget.
General Fund summary for fiscal year 2021-22
(in millions)
Adopted
budget
2020-21
Proposed
budget
2021-22
Total revenues $ 164.8 $ 178.8
Expenditure base for personnel, services, and programs 154.7 175.7
Revenues over base expenditures 10.1 3.1
City Council contingency, capital outlay, and transfers 8.9 8.5
Total expenditures 163.6 184.2
Revenues over total expenditures $ 1.2 $ (5.4)
The proposed budget for next fiscal year includes 772.25 permanent full- and three-quarter-
time employees, an increase of 24.5 compared to the fiscal year 2020-21 adopted budget.
Additionally, there is a proposed increase of 7.222 part-time employees, for a net personnel
increase of 31.72.
2 Part-time personnel figures are presented as their hourly, full-time equivalent basis.
May 18, 2021 Item #8 Page 3 of 308
The proposed additional employees in support of the City Council’s fiscal year 2021-22 goals
include the:
• Police Department’s addition of three full-time positions in support of the City Council’s
goal to reduce the city’s homeless unsheltered population
• Housing & Homeless Services Department’s addition of a new director, housing services
manager, program manager and management analyst in support of the City Council’s
goal to reduce the city’s homeless unsheltered population
• Fire Department’s addition of nine full-time paramedic firefighters, three full-time
emergency medical technicians and 3.0 hourly, full-time equivalent EMT personnel in
support of the City Council’s goal to meet the department’s Standards of Cover
The operating budget overview contains a full breakdown of personnel costs for the General
Fund and a comprehensive list of all full-time additions.
Lastly, enterprise fund revenues, including those from water, wastewater services and solid
waste management and the city’s golf course, are projected at $79.1 million, a $1.2 million or
1.6% increase over projected fiscal year 2020-21 revenues. The budgeted expenditures are
estimated at $86.4 million for fiscal year 2021-22, which is an increase of $2.9 million or 3.5%
over the fiscal year 2020-21 adopted budget. A more detailed look at the year-over-year
variances in the city’s enterprise funds, as well as information about the city’s other special
revenue funds, can be found in the operating budget overview.
Capital Improvement Program
Carlsbad’s philosophy is to take a proactive, long-range planning approach to building and
maintaining high quality facilities and infrastructure that support the needs and priorities of the
community. Projects in the Capital Improvement Program, or CIP, are generally defined as any
construction, rehabilitation or replacement of major infrastructure such as streets, libraries,
parks, fire stations and administrative facilities, water, sewer and drainage facilities, and other
facilities that are located on or in the ground. The CIP is organized into several classifications,
including planning, maintenance and operations, capital projects (both regulatory and policy-
driven and community enhancements), and project accounting.
Estimated budget information is shown for a 15-year period to provide the most
comprehensive information about known future projects. All future construction costs are
estimates and are reviewed and further refined each year. A more detailed look at the city’s
strategy to invest in the quality of life through its capital improvements and how the city
evaluates projects can be found in the CIP document.
Overall, the fiscal year 2021-22 CIP outlines $56.2 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for 20 new
projects. Projected revenues during the same fiscal year are estimated at $65.8 million. The
following table details appropriations by project type.
May 18, 2021 Item #8 Page 4 of 308
Capital Improvement Program projects for fiscal year 2021-22 appropriations by type
(in millions)
Percent Total cost
Civic projects 15% $ 8.2
Parks 4% 2.6
Drainage 13% 7.2
Sewer 20% 11.5
Water and recycled water 6% 3.1
Transportation 42% 23.6
Total 100% $ 56.2
Strategic Digital Transformation Investment Program
Connected Carlsbad: An Inclusive City Innovation Roadmap, presented to the City Council in
January 2019, was designed to provide a high-level, organized guide to the principles that
matter to the city in creating a more connected community. The Strategic Digital
Transformation Investment Program, or SDTIP, expands Connected Carlsbad to include a
strategy for evaluating and prioritizing projects and a five-year investment roadmap that
includes estimated costs and timelines. This new investment program continues to be
organized into the five primary goal areas approved by the City Council in Connected Carlsbad.
Estimated budget information in this program is shown for a five-year period to provide the
most comprehensive information about known future projects. Spending authority in future
years is not granted until adoption of the annual proposed SDTIP budget associated with each
year. More information about the city’s strategy to invest in digital transformation and how the
city evaluates these projects can be found in the SDTIP document.
The fiscal year 2021-22 SDTIP outlines 33 continuing and new projects planned over the next
five years at an estimated total cost of $26.9 million. The city has already appropriated $11.5
million towards these projects. Approximately $4.9 million in new appropriations are proposed
to execute the fiscal year 2021-22 projects. The estimated costs over the course of the
following four years is estimated to require additional funding of $10.5 million for the
continuation of existing projects as well as funding for new projects. The table below presents
estimated total project costs by primary goal area in Connected Carlsbad:
Strategic Digital Transformation Investment Program projects for fiscal year 2021-22
appropriations by Connected Carlsbad goal area
(in millions)
Percent Total cost
Pursue communitywide digital transformation 49% $ 13.1
Build capacity for data-driven decision making 3% 0.8
Foster a vibrant civic engagement culture 6% 1.6
Enhance accessibility and transparency 6% 1.7
Promote security and sustainability through connectivity 36% 9.7
Total 100% $ 26.9
May 18, 2021 Item #8 Page 5 of 308
General fees, charges for services and development impact fees
A comprehensive cost of service study is prepared every five to seven years to update the
calculation of the cost and confirm that fees and charges for service do not exceed the updated
cost. Most recently, staff presented preliminary findings of a comprehensive cost of service
study to the City Council on Dec. 10, 2019, for most general city fees and development service
fees, and the City Council requested additional comparative city data to inform its direction.
Staff has updated the cost of service study with the most updated financial information and to
include additional comparative data and will present recommendations as a separate report to
the City Council at the May 18, 2021 City Council meeting.
Additionally, each year city staff evaluate and propose changes to fees and charges for services
not included in the comprehensive fee study, such as ambulance fees, trash service fees and all
development impact fees. Results of this annual review are captured in the city’s Master Fee
Schedule to ensure that the fees being charged do not exceed direct and indirect costs of
providing the service. Based on the analysis for fiscal year 2021-22, staff is recommending the
changes as shown in the attached Exhibit 4. This includes three new fees:
• Shooting range hazardous waste disposal fee charged to recover increases in hazardous
waste disposal costs at the Safety Training Center shooting range. This fee will offset
costs associated with increases in hazardous waste disposal fees, materials required to
package hazardous waste and transportation costs. The fee is based on city costs to
purchase packaging material and city costs to hire third-party contractors to collect,
transport and dispose of this hazardous waste at special disposal sites.
• Fats, oils, and greases fee (charged to food establishments to cover the cost of
inspection and compliance efforts to help prevent sanitary sewer overflows). The fee is
based on an assessment of cost and considered survey data from other cities and
wastewater agencies that would apply to city services associated with this fee. Staff
time includes on-site inspection of prevention practices including inspection of
employee educational records, cleaning records, best management practices such as
sink drain traps and trash receptacles for food solids, and inspection of grease devices.
The fee also accounts for employee travel-time, record keeping, and educational
materials provided to the food establishment.
• Potable water shutdown fee to recover costs when a developer connects into a main
line and Utilities staff must turn valves to shut off the water during the connection
process. Staff time includes shutdown planning, on-site presence during construction
activities and ensuring consistent water quality. The cost recovery basis uses the
comparable data of a recycled water shutdown, which is captured in this year’s fee
schedule update.
Documents showing that these fees do not exceed the reasonable cost the city incurs in
providing the service associated with the fee are on file with the departments that charge these
three new fees. The proposed Master Fee Schedule also includes the elimination of fees for
sewer benefit areas A, B, G, J, L, and M because a recent assessment concluded that sufficient
funds have been collected to fulfill the project costs associated with these fees.
May 18, 2021 Item #8 Page 6 of 308
Increases to the city’s trash collection rates are set by the contracted service provider and go
into effect July 1, 2021. Details on these increases can be found in Exhibit 5.
Additional CalPERS payment and transfer to the Infrastructure Replacement Fund
City Council Policy No. 74 dictates that the General Fund reserve calculation be equal to or less
than 40% of the prior year’s operating budget using the prior fiscal year’s adopted General
Fund budgeted expenditures. At the discretion of the City Council, reserve levels in excess of
the 40% target requirement may be used for one-time opportunity cost purposes. As of
June 30, 2020, the total General Fund reserve exceeded the city’s 40% target by $32.2 million.
At the April 27, 2021, City Council meeting, staff provided options for potential uses of the
excess General Fund reserve. The City Council approved an option to pay down the existing
pension liability to the California Public Employees Retirement System, or CalPERS, which would
be a one-time opportunity cost. City Council Policy 86, Pension Funding Policy, commits the city
to achieve a combined pension funded ratio, that is, including both the city's miscellaneous and
safety plans, of no less than a minimum of 80%, with a target funded ratio range of 80% to 85%.
The city’s combined pension funded ratio was 79% at the end of fiscal year 2019-20.
Approximately $6.9 million would be needed to meet the 80% funding goal and $35.8 million to
meet the 85% funding foal. At the April 27 meeting, the City Council approved a $10 million
additional discretionary payment to CalPERS, decreasing the city’s annual costs and saving the
city in interest payments over the next 15 years, as long as other conditions remain the same.
Additionally, staff provided an option to contribute to the city’s long-term capital fund, the
Infrastructure Replacement Fund. During the fiscal year 2020-21 budget process, the city
decreased the typical amount to set aside annually for the city’s long-term capital needs from
6% of General Fund revenues to 3% because of the uncertainty related to the economy during
the COVID-19 pandemic. This percentage was reduced to avoid needing to make additional cuts
in personnel and maintenance and operations expenditures in the General Fund in response to
the pandemic’s economic environment. However, increasing the amount allocated to the
Infrastructure Replacement Fund will allow interest to accumulate to help offset the cost of
future city capital replacement needs. As a result, the City Council directed a transfer of $3.5
million to the city’s fiscal year 2020-21 commitment to the Infrastructure Replacement Fund to
reach the typical 6% that is set aside.
City staff recommends that the City Council adopt a resolution to carry out its direction for the
additional discretionary pension payment and transfer to the Infrastructure Replacement Fund.
Fiscal Analysis
This is the Preliminary Operating, Capital Improvement Program and Strategic Digital
Transformation Investment Program Budget for Fiscal Year 2021-22 and any changes made by
staff or the City Council will be reflected in the final documents at the adoption meeting on
June 8, 2021.
If the City Council adopts the resolution for use of the city’s excess General Fund reserves, then
city staff will appropriate General Fund reserves and pay down $10 million of the city’s existing
pension liability and appropriate and transfer $3.5 million from the city’s General Fund to the
Infrastructure Replacement Fund. The city’s General Fund reserve balance will decrease by
$13.5 million.
May 18, 2021 Item #8 Page 7 of 308
Next Steps
On June 8, 2021, the City Council will hold the public hearing to consider adoption of the Fiscal
Year 2021-22 Operating Budget, Strategic Digital Transformation Investment Program and
Capital Improvement Program and the revised Master Fee Schedule. Any changes directed by
the City Council will be reflected in the final documents at the adoption meeting on June 8,
2021.
Environmental Evaluation (CEQA)
This action does not constitute a “project” within the meaning of the California Environmental
Quality Act under California Public Resources Code Section 21065 in that it has no potential to
cause either a direct physical change in the environment or a reasonably foreseeable indirect
physical change in the environment and therefore does not require environmental review.
Public Notification and Outreach
Public notice of this item was posted in keeping with the state's Ralph M. Brown Act and it was
available for public viewing and review at least 72 hours before the scheduled meeting date.
Exhibits
1. City Council resolution
2. Fiscal Year 2021-22 Preliminary Operating Budget, Strategic Digital Transformation
Investment Program and Capital Improvement Program
3. Fiscal Year 2021-22 General Fund Critical Supplemental Requests
4. Fiscal Year 2021-22 Non-General Fund Critical Supplemental Requests
5. Fiscal Year 2021-22 Proposed Master Fee Schedule Changes
6. Fiscal Year 2021-22 Waste Management Rate Changes
May 18, 2021 Item #8 Page 8 of 308
RESOLUTION NO. 2021-122
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, APPROVING THE APPROPRIATION OF GENERAL FUND
RESERVES IN FISCAL YEAR 2020-21 TO PAY DOWN $10 MILLION OF THE
CITY'S EXISTING PENSION LIABILITY TO THE CALIFORNIA PUBLIC EMPLOYEES
RETIREMENT SYSTEM (CALPERS), AND THE APPROPRIATION AND TRANSFER
OF $3.5 MILLION FROM GENERAL FUND RESERVES TO THE
INFRASTRUCTURE REPLACEMENT FUND
WHEREAS, the City Council's Policy on General Fund Reserves allows for General Fund reserve
levels in excess of the 40% target requirement to be used for one-time opportunity cost purposes at
the discretion of the City Council; and
WHEREAS, as of June 30, 2020, the total General Fund reserve exceeded the city's 40% target;
and
WHEREAS, the City Council directed staff to return with a resolution authorizing the
appropriation of $10,000,000 from the General Fund Reserves to make a one-time discretionary
payment to the California Public Employees Retirement System to pay down the city's existing pension
liability was recommended; and
WHEREAS, the City Council directed staff to return with a resolution authorizing a one-time
operating transfer of $3,500,000 from the General Fund reserve to the Infrastructure Replacement
Fund.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1.That the above recitations are true and correct.
2.That an additional discretionary payment to the California Public Employees Retirement
System will decrease the city's annual costs and save the city in interest payments over
the next 15 years, all other variables held equal.
3.That a one-time appropriation of $10,000,000 from the General Fund Reserves to pay
down the city's existing pension liability to the California Public Employees Retirement
System is approved.
4.That a transfer to the Infrastructure Replacement Fund will allow interest to accumulate
to help offset the cost of future city capital replacement needs.
May 18, 2021 Item #8 Page 9 of 308
5. That a one-time operating transfer of $3,500,000 from the General Fund to the
Infrastructure Replacement Fund to pay for the city's long-term capital needs is
approved.
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Carlsbad on the 18th day of May, 2021, by the following vote, to wit:
AYES: Blackburn, Acosta, Bhat-Patel, Schumacher.
NAYS: Hall.
ABSENT: None.
MATT HALL, Mayor
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BARBARA ENGLESON, City Clerk
(SEAL)
May 18, 2021 Item #8 Page 10 of 308
Operating Budget | Capital Improvement Program
Strategic Digital Transformation Program
2021 – 22
FISCAL YEARBUDGET
Exhibit 2
May 18, 2021 Item #8 Page 11 of 308
May 18, 2021 Item #8 Page 12 of 308
Budget preparation team
Finance team
Brigid Drury, Senior Accountant
Bridget Desmarais, Management Analyst
Marcelo Penha, Senior Management Analyst
Ryan Green, Finance Director
Leadership team
Scott Chadwick, City Manager
Celia Brewer, City Attorney
Geoff Patnoe, Assistant City Manager
Gary Barberio, Deputy City Manager, Community Services
Paz Gomez, Deputy City Manager, Public Works
Laura Rocha, Deputy City Manager, Administrative Services
Mike Calderwood, Chief, Fire Department
Maria Callander, Director, Information Technology
Sheila Cobian, Assistant to the City Manager, Office of the City Manager
Tom Frank, Director, Public Works Transportation
Morgen Fry, Executive Assistant, Office of the City Manager
Neil Gallucci, Chief, Police Department
David Graham, Chief Innovation Officer, Innovation & Economic Development
Ryan Green, Director, Finance
Jason Haber, Director, Intergovernmental Affairs, Office of the City Manager
Kyle Lancaster, Director, Parks & Recreation
John Maashoff, Manager, Public Works Facilities & Fleet
Faviola Medina, City Clerk Services Manager, Office of the City Clerk
Jeff Murphy, Director, Community Development
Suzanne Smithson, Director, Library & Cultural Arts
Vicki Quiram, Director, Public Works Utilities
Kristina Ray, Director, Communication & Engagement
Baq Taj, Engineering Manager, Public Works Construction Management & Inspections
Judy Von Kalinowski, Director, Human Resources
James Wood, Jr., Manager, Public Works Environmental Management
Department budget preparers & reviewers
Cindy Anderson, Police Department Sue Armstrong, Communication & Engagement
Conrad Avila, Finance Pat Downie, City Clerk’s Office
Bonnie Elliott, Parks & Recreation Fiona Everett, Library & Cultural Arts
Fred Gaines Jr, Transportation Ed Garbo, Risk Management
Shawn Gaskari, Facilities & Fleet Brent Gerber, Information Technology
Shoshana Aguilar, Utilities Chad Kantner, Parks & Recreation
Esther Lan, Finance Tom Mallory, Communications & Engagement
Jennie Marinov, Fire Department Debbie Jo McCool, Library & Cultural Arts
Robyn Nuschy, City Attorney’s Office Debbie Porter, Human Resources
Megan Powers, Environmental Management Jason Rosado, City Treasurer’s Office
Sarah Sanders, Risk Management Laureen Ryan, Community Development
Richard Schultz, Library & Cultural Arts Joe Stewart, Innovation & Economic Dev.
Craddock Stropes, Public Works Admin. Cynthia Vigeland, Community Services
Bradley Northup, Facilities & Fleet Faviola Medina, City Clerk’s Office
May 18, 2021 Item #8 Page 13 of 308
TABLE OF CONTENTS
OPERATING BUDGET
Overview ......................................................................................................................................B-1
Revenue .......................................................................................................................................B-2
Expenditures ................................................................................................................................B-13
Personnel Allocations………………………………………………………………………………………………………………B-21
Organization Chart .......................................................................................................................B-22
Schedule of Projected Fund Balances ..........................................................................................B-24
Schedule of Revenue Estimates ...................................................................................................B-26
Schedule of Budget Expenditures ................................................................................................B-32
PUBLIC SAFETY
Summary ......................................................................................................................................C-1
Organization Chart .......................................................................................................................C-2
Fire Department ...........................................................................................................................C-3
Police Department .......................................................................................................................C-6
PUBLIC WORKS
Summary ......................................................................................................................................D-1
Organization Chart .......................................................................................................................D-2
Public Works Administration ........................................................................................................D-4
Construction Management & Inspection .....................................................................................D-6
Environmental Management .......................................................................................................D-8
Facilities ........................................................................................................................................D-16
Fleet Maintenance & Replacement..............................................................................................D-18
Transportation .............................................................................................................................D-20
Utilities .........................................................................................................................................D-24
COMMUNITY SERVICES
Summary ......................................................................................................................................E-1
Organization Chart .......................................................................................................................E-2
Community Services Administration ............................................................................................E-3
Community Development ............................................................................................................E-6
Library & Cultural Arts ..................................................................................................................E-25
Parks & Recreation .......................................................................................................................E-42
ADMINISTRATIVE SERVI CES
Summary ......................................................................................................................................F-1
Organization Chart .......................................................................................................................F-2
Administrative Services Administration .......................................................................................F-3
Finance .........................................................................................................................................F-5
Human Resources ........................................................................................................................F-7
Information Technology ...............................................................................................................F-13
Innovation & Economic Development .........................................................................................F-15
Miscellaneous Non-Departmental ...............................................................................................F-17
May 18, 2021 Item #8 Page 14 of 308
POLICY & LEADERSHIP
Summary ......................................................................................................................................G-1
Organization Chart .......................................................................................................................G-2
Office of the City Council ..............................................................................................................G-3
Office of the City Treasurer ..........................................................................................................G-5
Office of the City Manager ...........................................................................................................G-7
Office of the City Attorney ...........................................................................................................G-9
Office of the City Clerk .................................................................................................................G-11
Communication & Engagement ...................................................................................................G-13
STRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM
Overview ......................................................................................................................................H-1
Investing in Digital Transformation ..............................................................................................H-2
Project Evaluation ........................................................................................................................H-3
Information Technology Strategy .................................................................................................H-4
Estimated Total Appropriations by Goal ......................................................................................H-10
Projects to Pursue Communitywide Digital Transformation ........................................................H-12
Projects to Build Capacity for Data-driven Decision-Making .......................................................H-27
Projects to Foster a Vibrant Civic Engagement Culture ...............................................................H-31
Projects to Enhance Accessibility and Transparency ...................................................................H-36
Projects to Promote Security and Sustainability Through Connectivity ......................................H-43
Future Projects .............................................................................................................................H-51
Detail Five-year Schedule of Projects by Connected Carlsbad Goal.............................................H-53
Detail Five-year Schedule of Projects by Fund .............................................................................H-54
Project Funding Sources ...............................................................................................................H-55
Funding Sources ...........................................................................................................................H-55
Fiscal Year 2021-22 Roadmap ......................................................................................................H-56
Five-year Roadmap ......................................................................................................................H-57
CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................................I-1
Investing in our Quality of Life .....................................................................................................I-2
Project Evaluation ........................................................................................................................I-2
Fiscal Year 2021-22 Appropriations .............................................................................................I-3
New Capital Improvement Projects .............................................................................................I-5
Revenues ......................................................................................................................................I-17
Future Growth and Development ................................................................................................I-18
Future Projects .............................................................................................................................I-19
Calculation of Future Fees ............................................................................................................I-20
Unfunded Projects .......................................................................................................................I-20
Projected Fund Balances for Fiscal Year 2020-21 ........................................................................I-21
Projected Fund Balances for Fiscal Year 2021-22 ........................................................................I-22
Revenue Projections Schedule .....................................................................................................I-23
Budget Expenditure Schedule ......................................................................................................I-24
Detail Schedule of Capital Projects by Category ..........................................................................I-27
Capital Improvement Program Summary by Fund .......................................................................I-45
Glossary of Capital Project Funding Sources ................................................................................I-56
APPENDICES
Planned Major Capital Outlay Items Fiscal Year 2021-22 ............................................................J-1
Out of State Travel Budget Fiscal Year 2021-22 ...........................................................................J-2
Glossary ........................................................................................................................................J-4
Acronyms .....................................................................................................................................J-6
May 18, 2021 Item #8 Page 15 of 308
OPERATING BUDGET OVERVIEW
This section includes a summary of the revenues and expenditures included in the fiscal year 2021-22
operating budget. Spending is presented by funding source, department and type, such as personnel
or maintenance and operations. For context, previous years’ spending levels are often presented
alongside this information.
Detailed summaries of department services and expenditures are included within the five main
sections of the operating budget following this overview. The five city branches include:
•Public Safety
•Public Works
•Community Services
•Administrative Services
•Policy & Leadership
Information about the city’s approach to planning for and funding digital transformation efforts
throughout the city is included in the Strategic Digital Transformation Investment Program section.
Information about capital projects, such as construction of roads and pipelines, the development of
parks and construction and maintenance of city facilities, is included in the Capital Improvement
Program section.
May 18, 2021 Item #8 Page 16 of 308
B‐2
OPERATING BUDGET REVENUE SUMMARY
The Operating Budget for fiscal year 2021‐22
totals $316.8 million, with revenues for the year
estimated at $303.6 million. General Fund
revenues are estimated at $178.8 million and
General Fund budgeted expenditures are $184.2
million, which includes $5.9 million in one‐time
expenditures funded from General Fund
reserves to operationalize the City Council’s
goals. Excluding the one‐time expenditures, the
General Fund budgeted operating expenditures
are $178.3 million.
Revenue estimates for the Operating Budget
indicate the city will receive a total of $303.6
million in fiscal year 2021‐22, a change of 2.4%
or $7.1 million above the estimated fiscal year
2020‐21 revenues. General Fund revenues are
expected to increase by $6.1 million, compared
to the prior year. Special Revenue funds are
projected to decrease by 16.6%, or $2.8 million.
Enterprise Fund revenues are projected to increase by 1.6% or $1.2 million in the upcoming fiscal
year. Internal service funds are increasing as one‐time benefits were realized in fiscal year 2020‐21
and the Successor Agency Housing Trust revenues are expected to decrease by $3 million as the loan
owed to the General Fund will be fully repaid by the end of fiscal year 2020‐21. More detailed
information on the city’s revenue sources is provided in the following discussion.
The following table shows the total operating revenues anticipated to be received by the city for fiscal
year 2020‐21, as well as those budgeted for fiscal year 2021‐22.
Estimated Budgeted $%
2020‐21 2021‐22 Change Change
General Fund 172.7$ 178.8$ 6.1$ 3.5%
Special Revenue 16.6 13.9 (2.8) ‐16.6%
Enterprise 77.9 79.1 1.2 1.6%
Internal Service 25.1 30.7 5.6 22.4%
Successor Agency Housing Trust 4.1 1.1 (3.0) ‐73.9%
Total 296.4$ 303.6$ 7.1$ 2.4%
REVENUE SUMMARY BY FUND TYPE
(in Millions)
Fund
May 18, 2021 Item #8 Page 17 of 308
General Fund
General Fund revenues provide a representative picture of the local economy. These revenues are of
particular interest as they fund basic city services, such as Police, Fire, Library & Cultural Arts, Street
and Park Maintenance, and Recreation programs. The table below provides a summarized outlook of
the General Fund revenues.
The uncertainty of COVID-19 has drastically impacted the city’s ability to accurately forecast sales tax,
transient occupancy tax, income from property and investments, and other revenues. Restrictions on
economic activity imposed by California’s Governor at least partially limited a majority of Carlsbad’s
retail establishments, eateries and hotels. While most of the current restrictions are planned to be
lifted on June 15, 2020, the timing of a return to normalcy and prior levels of economic activity,
particularly in the travel industry, is somewhat unpredictable.
Just under 80% of General Fund revenues are derived from three sources – property tax, sales tax,
and transient occupancy tax. Sales tax receipts and TOT revenues tend to be much more sensitive to
changes in economic conditions, unlike property tax revenues, which remain relatively stable because
of the mitigating effect of Proposition 13, which limits annual growth in assessed values.
Property tax, the largest source of General Fund revenues, is expected to grow by 1.8% in fiscal
year 2021-22. While the residential real estate market in Carlsbad has seen significant increases in
values, commercial property assessed values are expected to remain flat. Due to the uncertainty and
slowdown of economic activity created from the COVID-19 crisis commercial property transactions
have been limited during the prior year due. Proposition 8 allows owners to have their property
temporarily revalued if market value is lower than the factored base year value, posing a risk that
commercial property values could temporarily decrease. Until the economic uncertainty wanes and
small businesses begin to recover, commercial property prices are not anticipated to increase
significantly on an annual basis.
Assessed values on the residential real estate are expected to grow modestly, capped by California’s
Proposition 13. Proposition 13, adopted in 1978, limits the annual increase in assessed values for
property. Under this proposition, assessed values (and the related property tax) can grow by no more
Estimated Budgeted $%
2020-21 2021-22 Change Change
Property Tax 75.2$ 76.6$ 1.4$ 1.8%
Sales Tax 39.8 44.0 4.2 10.5%
Transient Occupancy Tax 12.6 18.4 5.9 46.5%
Franchise Taxes 5.7 5.7 (0.1) -1.0%
Business License Tax 5.6 5.8 0.3 4.8%
Development Revenues 2.4 1.9 (0.5) -21.6%
All Other Revenue 31.5 26.4 (5.0) -16.0%
Total 172.7$ 178.8$ 6.1$ 3.5%
GENERAL FUND REVENUES
(In Millions)
May 18, 2021 Item #8 Page 18 of 308
than 2% per year. The value upon which the tax is based is only increased to the full market value
upon the sale of a property. The maximum increase of assessed values, when not sold, is by the
change in California’s Consumer Price Index, which was 1.036% for 2021-22 – below the 2% cap for
the first time since 2016-17. Residential activity has been driven by low interest rates on mortgages,
pent up demand that built during the shutdown and an increase in the ability to work remotely. The
median price of a single family residence in Carlsbad, based on resale data from Zillow, is up by 13.7%
year over year in March 2021.
Changes in property tax revenues lag behind changes in the housing market, as the tax revenue for
the upcoming fiscal year is based on assessed values from January 2021. Thus, the taxes to be
received for fiscal year 2021-22 are based on assessed values as of January 1, 2021.
Property taxes tend to grow slowly unless there is a significant amount of development-related
activity. In past decades, the city has seen robust growth in property tax revenue due to new
development, high turnover of existing homes, and double-digit growth in housing prices. However,
as the city approaches buildout, development has slowed. Despite historically low interest rates,
slower development combined with minimal commercial property transactions and tax reform has
caused a slowing in property tax growth in the city.
29 29 31 33 35 35 35 41 38 40 444851505457626568727577
$ MillionsFiscal Year
Property and Sales Tax Revenues
Property
Tax
Sales
Tax
May 18, 2021 Item #8 Page 19 of 308
Sales Tax revenues generally move in step with economic conditions and overall Carlsbad’s
economy has been neutral during the pandemic. However, the economic conditions of some
segments have suffered, and others have grown. The restrictions resulting from the COVID-19
pandemic have led to increases in segments like auto sales, construction, drug store sales, chemical
product, food markets and recreational products, while others like restaurants and general retail took
a major hit. The city has also been benefitting from sales tax revenues on internet sales generated as
a result of the Wayfair or AB147 law that went into effect in October 2019.
Up until fiscal year 2019-20, sales tax revenues had improved markedly, peaking in fiscal year 2018-19
at $40.8 million. Easing of the COVID-19 related restrictions is expected to lead to a 10% increase
over fiscal year 2020-21 levels to a total of $44.0 million in sales tax revenues for fiscal year 2021-22.
This is 8% higher than the sales tax peak of $40.8 million in fiscal year 2018-19 and is expected due to
high levels of consumer savings coupled with pent up demand for particular segments.
As indicated in the chart above, the city’s sales tax base is heavily weighted in the transportation
(comprised heavily of new auto sales) and general retail sectors, both of which account for over half
of taxable sales in Carlsbad. New auto sales are highly elastic in comparison to economic trends, and
tax revenues from new auto sales fell precipitously during the recession, from $6.7 million in 2007 to
$4.4 million in 2009. Since that dip, auto sales tax revenues hit a high of $9.6 million for the four
quarters ended December 31, 2020. General retail sales tax has suffered substantially over the past
year, decreasing 28% from the prior year to $6.5 million for the four quarters ended December 31,
2020.
Revenues received under Proposition 72, a 0.5 cent increase in California sales tax for the funding of
local public safety services, is included in sales tax revenues.
Transportation, 38.7%
Construction, 3.5%
General Retail,
23.3%
Miscellaneous, 0.7%
Restaurants &
Markets, 15.0%
Business to Business, 18.8%
Sales Tax by Category
Fourth Quarter 2020
May 18, 2021 Item #8 Page 20 of 308
The third highest General Fund revenue source is Transient Occupancy Tax, also known as TOT
or hotel tax. TOT is forecasted to increase by 47% in fiscal year 2021-22 when compared to estimated
fiscal year 2020-21 revenues. This increase, while significant, is still lower than peak levels seen in
fiscal year 2018-19. The recovery of TOT is expected to be partial as the city’s hotels are largely driven
by the tourists in the summer and group business travel in the winter. Assuming the economy fully
reopens in June, the summer season expects to be robust. However, with the trend of remote work
and decreased business travel that is largely related to the impacts of COVID-19, the city’s business-
related travel is anticipated to recover slowly.
TOT has historically increased as new hotels, such as the two hotels at the Legoland California Resort,
Cape Rey Carlsbad Beach Resort, and the Westin Hotel have opened. The city saw the opening of the
Home2Suites and the Springhill Suites hotels during fiscal year 2021-22, but the impact of new
openings has been overshadowed by the COVID-19 disease containment and suppression measures.
According to a report from Tourism Economics, San Diego County tourism will see significant growth
in visitation demand of around 28% in calendar year 2021 and another 26% in calendar year 2022.
The projected rebound is driven by lifted travel restrictions and the regions attractiveness for leisure
travel, offset by weak group and business travel. The following few years are expected to increase
steadily as group and business travel become more prevalent and increases in available rooms
continue. The City of Carlsbad currently has approximately 4,812 hotel rooms, 668 timeshares, and
over 315 registered vacation rentals.
0
5
10
15
20
25
30
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021e 2022e$ MillionsFiscal Year
Transient Occupancy Taxes
May 18, 2021 Item #8 Page 21 of 308
Franchise Tax revenue has stabilized over the past years and is
projected at $5.7 million in fiscal year 2021-22. Franchise taxes
are paid by certain industries that use the city’s right-of-way to
conduct their business. The city currently has franchise
agreements for cable TV service, solid waste services, cell sites,
fiber optic antenna systems and gas and electric services. The
solid waste franchise experienced minor revenue increases that
mirror growth in population and changes in rate structures. Cable
TV franchise revenue is expected to decrease by 5% from $1.5
million to $1.4 million over the next fiscal year due to decreases
in the number of paid subscription services. This trend will most
likely continue in future years as more subscribers cut cable
services and move to online streaming services.
San Diego Gas & Electric pays franchise taxes for the use of the
public land over which they transport gas and electricity. The city
also receives an “in-lieu” franchise tax based on the value of gas and electricity transported on
SDG&E lines, but purchased from another source. The “in-lieu” tax captures the franchise taxes on
gas and electricity that is transported using public lands, which would not otherwise be included in
the calculations for franchise taxes, due to deregulation of the power industry. This revenue source is
expected to remain flat out over the next several years.
Business license taxes are closely tied to the health of the local economy, and are projected to
increase to $5.8 million in fiscal year 2021-22, a growth of 5% when compared to current year
estimates. This is somewhat in line with projected sales tax revenue increase as businesses either pay
taxes based on the amount of their gross receipts or based on set fees. There are currently about
9,514 licensed businesses in the City of Carlsbad, 416 less than in the prior year with 6,375 of them
located in the city.
Development-related revenues are derived from fees for planning, engineering and building
permits, and fees paid by developers to cover the cost of reviewing and monitoring development
activities, such as plan checks and inspections. These revenues are difficult to predict, as many of the
planning and engineering activities occur months or years before any actual development.
0
1
2
3
4
5
6
7
2013 2016 2019 2022e
Franchise Taxes
SDG&E Other
$ Millions
May 18, 2021 Item #8 Page 22 of 308
During fiscal year 2009-10, development-
related revenues began to turn around
from historic lows experienced in fiscal
year 2008-09. Since then, development-
related revenues have fluctuated in line
with increases and decreases in
residential, commercial and industrial
development. In fiscal year 2021-22, the
city expects a 22% decrease in
development related revenues, to
approximately $1.9 million, following
higher than anticipated development
activity occurring in fiscal year 2020-21.
The projected decrease in development-
related revenues is tied to the volume and type of development projected to be permitted, multi-
family versus single-family, and a drop in the revenues derived from building fees which occur in the
early stages of development.
Interdepartmental charges are generated through engineering services charged to capital
projects, reimbursed work from other funds and miscellaneous interdepartmental expenses charged
to funds outside the General Fund for services performed by departments within the General Fund.
Miscellaneous interdepartmental charges are expected to increase by 3%.
Income from investments and property include interest earnings, as well as rental income
from city-owned land and facilities. The city is expected to earn about $2.8 million in interest on its
General Fund investments for fiscal year 2021-22, and another $2.1 million in rental and lease
income. The yield on the city’s portfolio is forecasted to yield an average of 1.5% and cash balances
are expected to remain flat as increases in receipts are projected to be offset by increases in
expenditures as the City Council’s goals are operationalized.
Ambulance fee revenues are estimated at the average of the past five years or $2.6 million. This is
an increase of 3% or $63,000 when compared to current year estimates. The city plans to conduct an
ambulance fee study in fiscal year 2021-22 to review the city’s rates and cost of ambulance service.
Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The
tax is $1.10 per $1,000 of property value, split equally between the county and the city. Carlsbad
expects to receive approximately $1.3 million in transfer taxes for fiscal year 2021-22, which is a 2%
increase from fiscal year 2020-21 estimates. The residential real estate market continues to remain
strong as interest rates are at historic lows and are not predicted to increase in the near future, and
there has not been an appreciable change in the housing supply. Housing prices are continuing to
increase in Carlsbad and inventories remain low.
Other intergovernmental revenues include miscellaneous receipts received from the state or
federal governments, as well as local school districts. The city expects to receive the second half of
the estimated American Rescue Plan Act payment, estimated to be $6.6 million in fiscal year 2021-22.
In total for fiscal year 2021-22, intergovernmental funds are expected to decrease by $2.1 million
May 18, 2021 Item #8 Page 23 of 308
when compared to the fiscal year 2020-21 estimate as the city is not expecting the same level of
COVID-19 related assistance and does not project receiving grants as they tend to be unpredictable.
All other revenues include recreation fees, other licenses and fees, fines and forfeitures, transfers
in, and other charges and fees. The estimate for fiscal year 2021-22 totals $4.9 million, a $462,000
decrease from the expected fiscal year 2020-21, primarily due to non-recurring reimbursements of
city managed agreements and higher than normal mutual aid response reimbursements received in
fiscal year 2020-21. These decreases are projected to be offset by increases in forecasted recreation
fees and higher miscellaneous licenses and fees due to an increase in economic activity.
Overall, as reflected in the above bar chart, General Fund revenues are expected to be up 3.5% from
fiscal year 2020-21 estimates as the city begins to recover from the economic downturn caused by
the COVID-19 pandemic. Driven by the removal of COVID-19 related restrictions and pent up
consumer demand, sales tax and transient occupancy tax are the major drivers of the projected
revenue increases. Although property tax is not expected to increase at the rate the city has seen in
its recent past, a small increase is still expected. COVID-19 related revenues and development-related
revenues will see decreases. Many of the increases are forecasted to continue into fiscal year 2022-
23 as the economy recovers from the recession caused by the pandemic.
In the late 1990s the city experienced revenue growth between 9% and 17% due to the opening of
new hotels, restaurants, retail centers, and new home development. Those levels of planned growth
were not sustainable. As new development slows, it will be increasingly more difficult to produce
double-digit growth in revenues. In fact, revenue growth has now slowed to 4% over the last ten
years. A recovering economy is certainly driving General Fund revenues higher, but this growth
comes from a lower revenue base due to the impacts of the COVID-19 crisis. The city’s revenues,
excluding COVID-19 related subsidies, are not projected to fully recover to pre-COVID-19 levels until
fiscal year 2022-23, and then revenue growth is forecasted to stabilize at between 2-4% in the
following years.
6.7%3.3%11.9%3.1%3.9%4.7%9.2%-2.5%0.8%3.5%
-
20
40
60
80
100
120
140
160
180
200
2013 2014 2015 2016 2017 2018 2019 2020 2021e 2022e
Fiscal Year
General Fund Revenues$ Millions
May 18, 2021 Item #8 Page 24 of 308
Other Funds
Revenues from Special Revenue funds are expected to total $13.9 million in fiscal year 2021-22, a
decrease of $2.8 million or 16.6% from fiscal year 2020-21 estimates. Funds collected in this category
are restricted to specified purposes. The types of programs supported within Special Revenue funds
are those funded by specific revenue streams such as:
• Federal Grants (Rental Assistance and Community Development Block Grants)
• Special fees and assessments (Affordable Housing and Maintenance Assessment Districts)
• Donations (Library, Cultural Arts, Recreation and Senior Donations)
The most noteworthy changes in the Special Revenue funds occurred in the Community Development
Block Grant Fund and the Rental Assistance Fund where decreases of $1.0 million in each fund are
expected as CARES funding received in fiscal year 2020-21 is not expected to recur. Revenues from
grants and donations also are expected to reduce slightly. These donations are generally one-time
revenues and tend to fluctuate from year-to year.
The Successor Agency Housing Trust Fund revenues are budgeted at $1.1 million, a 73.9%
decrease over fiscal year 2020-21 estimates. Although the Carlsbad Redevelopment Agency has been
dissolved, the California Department of Finance has approved the repayment of the approximately
$8.1 million (plus accrued interest) loaned to both the city’s former redevelopment areas by the
General Fund as well as debt service payments remaining on the former agency’s 1993 Tax Allocation
Refunding Bonds. All outstanding loans and interest accrued will have been paid to the city by the
end of fiscal year 2020-21 and only debt service payments remain. Payments are distributed annually
from available property tax revenues allocated by the state to the successor agency.
May 18, 2021 Item #8 Page 25 of 308
Enterprise fund revenues for fiscal year 2021-22 are projected at $79.1 million, an increase of 1.6%
or $1.2 million over the current year estimates. The revenue breakdown by activity is shown in the
graph below.
Enterprise funds are similar to a business, in that rates are charged to support the operations that
supply the good and/or service. Carlsbad enterprise funds include water and recycled water delivery,
wastewater services, solid waste management, and the operation of a municipal golf course. In
addition to paying for the wholesale and fixed water costs, the fiscal year 2021-22 Operating Budget
includes funding for replacement of Carlsbad’s water and sewer infrastructure including critical
pipeline and valve replacement, and maintaining sufficient operating reserves.
The Water Enterprise Fund revenue for fiscal year 2021-22 is estimated at $45.5 million, an increase
of 2.1% when compared to current year revenue estimates due to forecasted rate increases of 2%
combined with increases in usage associated with population growth. Projected revenues for
Recycled Water of $8.1 million are expected to increase by 1.3% or $100,000, as minor customer
growth is expected and a 1% increase in rates is forecasted.
Forecasted revenues for Wastewater are $14.0 million, a 2.1% increase over the current year
estimate. This increased estimate is largely driven by a projected 3% increase in rates needed to
support rising treatment costs and aging infrastructure costs.
Estimated revenues from operations of the Golf Course are expected to decrease by 3.3% next year
to $7.5 million when compared to current year estimates of $7.8 million. The decrease in revenue is
expected as other competing businesses and activities reopen and draw clients from golf to other
activities.
Water Operations
$45.5M, 57%
Recycled Water$8.1M, 10%
Wastewater Operations$14.0M, 18%
Solid Waste Management$4.1M, 5%
Golf Course Operations
$7.5M, 10%
Enterprise Funds
FY 2021-22 Budgeted Revenues $79.1 million
May 18, 2021 Item #8 Page 26 of 308
Solid Waste Management revenues increase by 3.8%
to $4.1 million when compared to current year estimates.
Internal Service funds project estimated revenues of
$30.7 million for fiscal year 2021-22, a 22.4% or $5.6
million increase over fiscal year 2020-21 projections.
Internal Service funds account for services provided within
the city itself, from one department to another, on a cost
reimbursement basis. These include programs such as the
self-insurance funds for Workers’ Compensation and
General Liability (Risk Management), as well as Vehicle
Maintenance and Replacement, and Information
Technology. Departments pay for these services; therefore, the rates charged are based on the cost
to provide the service. The goal of an Internal Service fund is to match budgeted expenses with
charges to the departments.
A recent actuarial review of the Workers’ Compensation fund determined that the city should
continue to set aside cash reserves in anticipation of future Workers’ Compensation claims. In order
to achieve this, charges to city departments need to increase by 10-15% annually over the next
several years. The previous fiscal year’s charges were planned to be $3.8 million, an increase of 10%
over the past fiscal year. However, the city closed out the Self-Insured Benefit fund which had a
balance of $1.9 million to fund a large portion of the planned cost. Therefore, the balance was
transferred to the Workers’ Compensation Fund as a one-time offset to departmental Workers’
Compensation chargebacks for fiscal year 2020-21. This comprises the majority of the 21.8% revenue
increase in fiscal year 2021-22 compared to current year estimates.
There is a 5.0% decrease in Vehicle Maintenance and a 60.9% increase in Replacement
charges. Vehicle replacement costs rise when the number of vehicles and the price of new vehicles or
the cost to maintain those vehicles increases; for example, many older generation sedans at the end
of their useful life are now being replaced with hybrid and plug-in hybrids at a higher per unit cost.
There have also been significant cost increases over the last several years in specialized vehicles, such
as fire trucks and ambulances. The total number of vehicles that the Replacement charge is collecting
on has increased for two additional reasons: the city added vehicles to its fleet, largely in the Fire and
Police departments; and vehicles previously deferred for replacement were replaced, thereby
restarting the collection cycle.
Information Technology (IT) charges to departments have increased by 18.6% or $2.3 million
when compared to fiscal year 2020-21 estimates. In fiscal year 2019-20, actual IT expenses finished
lower than expected which created a large amount of savings. This reduced the amount needed to
collect from departments in fiscal year 2020-21, but revenue was still collected, creating a $1.2
million one-time offset to departmental IT chargebacks. Charges are also predicted to increase
because IT became responsible for maintenance of many software applications that were once
included in departments’ individual budgets. Other increases correspond to departments’ continued
efforts to modernize and strengthen IT infrastructure with an aim to leverage technology to increase
proficiencies citywide.
May 18, 2021 Item #8 Page 27 of 308
B‐13
OPERATING BUDGET EXPENDITURE SUMMARY
The city’s Operating Budget for fiscal year 2021‐22 totals $316.8 million, which represents an increase
of about $23.7 million, or 8.1%, as compared to the adopted fiscal year 2020‐21 budget. A summary
of the changes in each of the city’s programs will be discussed below. Further information about each
program can be found in the individual program summary pages.
The General Fund contains most of the discretionary revenues that support basic core city services.
However, this should not diminish the importance of the other operating funds, as they also
contribute to the array of services available within Carlsbad. The remainder of this section will
provide more information about the budgeted expenditures by fund and program.
The total Operating Budget for the General Fund for fiscal year 2021‐22 is $184.2 million, which is
$20.6 million, or 12.6% more than the previous year’s Adopted Budget of $163.6 million. These
changes are discussed in more detail on the following pages.
Budget Budget $%
2020‐21 2021‐22 Change Change
General Fund 163.6$ 184.2$ 20.6$ 12.6%
Special Revenue 15.2 15.6 0.4 2.6%
Enterprise 83.5 86.4 2.9 3.5%
Internal Service 28.9 29.6 0.7 2.4%
Successor Agency Housing Trust 1.9 1.0 (0.9) ‐47.4%
Total 293.1$ 316.8$ 23.7$ 8.1%
By Fund Type
(In Millions)
BUDGET EXPENDITURE SUMMARY
Budget Budget $%
2020‐21 2021‐22 Change Change
Personnel 105.0$ 115.9$ 10.9$ 10.4%
Maintenance & Operations 51.2 60.3 9.1 17.8%
Capital Outlay 0.4 0.9 0.5 129.9%
Transfers 7.0 7.1 0.1 2.0%
Total 163.6$ 184.2$ 20.6$ 12.6%
(In Millions)
GENERAL FUND SUMMARY
By Expenditure Type
May 18, 2021 Item #8 Page 28 of 308
B‐14
Personnel costs make up approximately 62.9% of the General Fund budget. The total personnel
budget for fiscal year 2021‐22 is $115.9 million, which is $10.9 million, or 10.3% greater than the
previous year’s total personnel budget of $105.0 million.
The table above shows the breakdown of personnel costs for the General Fund. General Fund salaries
include full and part‐time staff costs and are expected to increase in fiscal year 2021‐22 by $5.8
million, or 7.9%. The increase is primarily due to 21.5 new full‐time positions and 7.22 part‐time
positions proposed for the next fiscal year. The full‐time additions include:
Nine paramedic firefighters
Three emergency medical technicians
Homeless Director
Homeless & Housing Services Manager
Homeless Management Analyst
Homeless Program Manager
Police Sergeant (Homeless Outreach Team)1
Two Police Officers (Homeless Outreach Team)1
The conversion of three Custodians from part‐time to full‐time
The conversion of two 3/4 positions to full‐time positions
o Community Development Senior Office Specialist
o Fire Prevention Specialist II
SCADA Technician
Utilities Asset Management Program Specialist
The part‐time additions include:
Emergency Medical Technicians
Lifeguard for Tower 4
Agua Hedionda Lagoon Lifeguard
Ongoing staffing to support arts education and outreach efforts, and public art support
Aquatic staffing additions to pre‐COVID‐19 levels
Storm Drain/Transportation Maintenance Assistant
Fleet Maintenance Assistant
Utilities Assistant Engineers
1 Additions approved in fiscal year 2020‐21, not counted in the 21.5 full‐time position increase
Budget Budget $%
2020‐21 2021‐22 Change Change
Salaries and Wages 73.7$ 79.5$ 5.8$ 7.9%
Retirement Benefits 18.9 19.8 0.9 4.7%
Health Insurance 9.0 10.3 1.3 14.8%
Other Personnel 3.5 6.3 2.8 82.0%
Total 105.0$ 115.9$ 10.9$ 10.4%
Personnel Costs
(In Millions)
GENERAL FUND
May 18, 2021 Item #8 Page 29 of 308
Retirement Benefits Cost
CalPERS administers the city’s defined benefit pension
plan, and costs have been increasing in past years as
CalPERS addresses a structural shortfall in plan assets to
cover unfunded liabilities. As part of CalPERS’ strategy to
ensure the plan’s sustainability, CalPERS deliberately
raised participating agencies’ contributions over several
years to improve the plan’s long-term funded status. The
pension system continues to pursue tactics in support of
its strategy to ensure plan sustainability, such as investing
in assets with the objective of achieving a long-term rate of return that meets or exceeds the 7%.
While pension costs are increasing, there is some downward pressure on costs, as new employees
receive lower pension benefits. CalPERS has taken significant steps to ensuring plan sustainability, but
is still poses a significant risk the city’s cost profile.
In support of CalPERS strategies for plan sustainability, and as part of the city’s strategic, long-term
approach to financial management, the city actively manages its unfunded pension liability. The City
Council approved an additional discretionary contribution of $10 million to decrease future costs of
the city’s unfunded actuarial liability. This active management helps ensure that resources are
available to fulfill the city’s contractual promises to its employees and minimizes the chance that
funding these pension benefits will interfere with the city’s ability to provide essential public
services.
General Fund Health Insurance costs in the General Fund are increasing by $1.3 million or 14.8%
over the prior year. This increase is due to high increases forecasted in health insurance costs for new
and current employees. Other Personnel Costs include workers’ compensation expenses and
other miscellaneous costs, such as Medicare, unemployment and disability.
Maintenance and Operations costs represent about 33% of the total General Fund budget, and
include the budgets for all program expenses other than personnel, capital outlay and transfers.
Overall, total maintenance and operations costs are projected at $60.3 million, an increase of about
$9.1 million, or 17.8%, for fiscal year 2021-22 when compared to fiscal year 2020-21.
In response to projected reduced revenues due to the COVID-19 pandemic and the resulting stay-at-
home orders, departments were asked to re-evaluate their budget requests for fiscal year 2020-21
and decrease discretionary spending wherever possible. General funded departments were able to
reduce their maintenance and operations budget requests by 8% overall. With an updated economic
outlook for fiscal year 2021-22, departments requested to reinstate many previously reduced budget
items to restore previous levels of service. Additionally, costs increased for certain mandatory fees
and unavoidable costs, such as SDG&E rate increases and other rising contracted services costs.
In support of CalPERS strategies for
plan sustainability, and as part of the
city’s strategic, long-term approach to
financial management, the city
actively manages its unfunded
pension liability.
May 18, 2021 Item #8 Page 30 of 308
Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay purchases of
$890,000 are budgeted in the General Fund for fiscal year 2021-22. The majority is associated with
the purchase of two new ambulances in the Fire Department, related to the City Council goal to bring
the Fire Department into conformance with Standards of Cover evaluation. The complete list of
proposed major capital purchases for all funds (over $10,000) is shown on a schedule in the
appendices section.
Operating Costs Associated with Capital Investments
As the city completes major capital projects, the costs of maintaining and operating the facilities and
improvements, including additional personnel if necessary, are added to departmental operating
budgets. The 3.1 acre Buena Vista Reservoir Park located in northwest Carlsbad, near the corner of
Buena Vista Way and Highland Drive, is expected completion date is July 2021, at which time the park
will be added to the inventory for ongoing maintenance. Total ongoing costs associated with the park
are estimated to be $59,000.
Advances
Advances and repayments of prior advances are amounts anticipated to be transferred from the
General Fund to other city funds and are expected to be repaid to the General Fund in future years.
No General Fund advances are included in this year’s Operating Budget. It is anticipated that the
Successor Agency Trust Fund will repay $2,680,000 in fiscal year 2020-21 which will complete the
repayment of all outstanding loans between the city and the former Redevelopment Agency.
Fiscal year 2013-14 expenditures reflected a 10.9% increase due to labor costs and one-time expense
for the Poinsettia Fires. The following year, fiscal year 2014-15, expenditures remained relatively flat.
The fiscal year 2015-16 budget reflected an 8.2% increase in expenditures due primarily to increased
personnel costs, and the fiscal year 2016-17 expenditures included $25.3 million in one-time costs,
including $10.5 million for a transfer to the Capital Improvement Program for Fire Station No. 2
replacement, and $14.8 million to pay of the golf course construction bonds.
$111.2 $123.3 $125.1 $135.3
$174.2
$151.3
$172.4 $168.6 $174.5 $184.2
$-
$50
$100
$150
$200
in millionsHistory of General Fund Expenditures
May 18, 2021 Item #8 Page 31 of 308
The expenditures for fiscal year 2017-18 reflect a substantial decrease due to the one-time costs
reflected in fiscal year 2016-17 for the defeasance of the golf course bonds of $14.8 million and the
transfer of $10.5 million to the General Capital Construction Fund for the reconstruction of Fire
Station No. 2. These cost reductions were partially offset by an additional one-time payment to
CalPERS to address the city’s unfunded pension liability, the addition of nine staff members,
additional legal and expert costs associated with the county airport expansion and the Safety Training
Center lawsuit, higher personnel costs due to normal salary and benefit increases, higher mutual aid
costs, and the filling of prior year vacancies.
Expenditures in fiscal year 2018-19 reflect an additional one-time $20 million payment to CalPERS to
further bring down the city’s unfunded pension liability. Fiscal year 2019-20 included the addition of
34 new full-time employees, but was largely offset due to the city’s response to the COVID-19
pandemic and the need to reduce discretionary spending as much as possible during the
unprecedented time.
Fiscal year 2020-21 estimated expenditures reflect an additional one-time $10 million payment to
CalPERS to further bring down the city’s unfunded pension liability. The increase was largely offset by
the continuation COVID-19 pandemic and the city’s efforts to curb and defer expenditures. Fiscal year
2021-22 reflect the plan to reinstate city services back to pre-pandemic levels and operationalize the
City Council’s goals. The increase includes $5.9 million in one-time costs associated with the goals,
and the addition of 18 new full-time and 6.7 part-time employees which are mostly associated with
the goals.
Program Expenditures Another way of looking at
the General Fund budget is by program. The chart
below compares the total fiscal year 2021-22 budget to
those amounts adopted in the previous year. A detailed
description of each department, its services, budget
summary and department accomplishments and
priorities can be found in the department program
summary pages.
A detailed description of each
department’s budget can be found
in the department program
summaries.
May 18, 2021 Item #8 Page 32 of 308
Transfers are amounts anticipated to be transferred from the General Fund to another city fund.
The transfers included in the adopted budget are as follows:
•$5.4 million to the General Capital Construction Fund for major new construction of city
infrastructure and facilities. This represents 3% of the General Fund revenues which is in line
with the historical transfers to the long-term capital funds and will potentially alleviate the need
for large General Fund expenditures to fund future projects.
•$283,000 to the Infrastructure Replacement Fund for maintenance or replacement of city
infrastructure and facilities, net of funds reimbursed to the General Fund. The need to transfer
$5.4 million is offset by a return of $5.1 million in Infrastructure Replacement Funds with the
cancellation of the Fire Station No. 4 Expansion project. Considering this cancellation, the
increase to the Infrastructure Replacement Fund of $5.4 million represents 3% of the General
Fund revenues, which is in line with the historical average to the long-term capital funds and will
provide funding for the city’s future needs.
•$322,000 to the Storm Water Program for reimbursement for the General Fund portion of Storm
Water expenses.
•$1.2 million to the Median Maintenance and Street Tree Maintenance Special Revenue Funds to
cover cash shortfalls, as annual assessments collected from property owners do not cover annual
operating expenditures. Annual assessments can only be increased with a majority vote of the
property owners.
Budget Budget $%
2020-21 2021-22 Change Change
Policy & Leadership Group 7.9$ 8.1$ 0.2$ 2.5%
Administrative Services - Administration - 0.6 0.6 0.0%
Administrative Services - Finance 6.0 5.6 (0.4) -6.0%
Administrative Services - Human Resources 5.0 4.8 (0.2) -4.3%
Administrative Services - Innovation & Economic Dev.1.1 1.3 0.2 11.7%
Community Services - Administration 0.6 0.7 0.1 12.8%
Community Services - Community Development 10.8 15.5 4.7 43.5%
Community Services - Library & Cultural Arts 13.3 13.8 0.5 3.7%
Community Services - Parks & Recreation 18.0 19.3 1.3 7.1%
Public Safety - Fire 27.2 33.5 6.3 23.4%
Public Safety - Police 44.6 49.4 4.8 10.8%
Public Works - Administration 1.8 1.9 0.1 8.7%
Public Works - Construction Mgmt. & Inspections 2.9 3.0 0.1 3.3%
Public Works - Environmental Management 0.8 1.3 0.5 58.5%
Public Works - Facilities 5.9 6.6 0.7 11.8%
Public Works - Transportation 7.4 8.4 1.0 13.4%
Non-Departmental 10.4 10.6 0.2 1.8%
Total 163.6$ 184.2$ 20.6$ 12.6%
GENERAL FUND EXPENDITURES
By Department
(In Millions)
May 18, 2021 Item #8 Page 33 of 308
General Fund Summary
The Operating Budget for fiscal year 2021-22 includes expenditures of $5.9 million for one-time
associated with achieving the City Council goals which have been funded by General Fund reserves.
Excluding the one-time costs, the Operating Budget provides a balanced General Fund budget for the
coming fiscal year with General Fund revenue estimates exceeding General Fund budgeted
expenditures by $483,000.
Fiscal Year 2021-22 General Fund Operating Surplus
General Fund fiscal year 2021-22 revenue estimates $178.8 million
General Fund fiscal year 2021-22 adopted expenditures $184.2 million
General Fund deficit including one-time expenditures $ 5.4 million
General Fund reserves allocated to one-time expenditures $ 5.9 million
Projected operating surplus for fiscal year 2021-22 $ 0.5 million
General Fund Reserves
Projected unassigned balance at June 30, 2021 $101.3 million
Less: General Fund reserve allocation $ 5.9 million
Plus: projected fiscal year 2021-22 surplus $ 0.5 million
Equals: projected unassigned balance at June 30, 2022 $ 95.9 million
Carlsbad has historically benefitted from a strong and diverse economic base, and has maintained
financial policies to protect the city from the fluctuations of the business cycle, increasing costs and
unfunded mandates. The COVID-19 pandemic has caused a sudden and significant impact to local,
national and global economies. Fortunately, the city was in excellent financial shape prior to the
pandemic and the proposed budget is a piece in the process to financial recovery. Throughout this
unprecedented time, the city will continue to monitor and pivot if necessary to changes in the fiscal
environment, evaluate opportunities to strengthen financial policies, identify opportunities to
improve business practices and provide the greatest service level to the community.
May 18, 2021 Item #8 Page 34 of 308
B‐20
Changes in Other Funds
Special Revenue funds, at $15.6 million, show an
increase in expenditures of 2.6%, or $322,000, when
compared to fiscal year 2020‐21. Spending in most
programs is expected to remain at similar or slightly
higher levels over the prior year.
Expenditure increases of 180,000, or 2.3%,
are planned in the Rental Assistance Fund
largely because of its portion of the
increasing internal service fund chargebacks
and a vacancy that is planned to be filled.
Similar increases are planned in the Median
Maintenance Fund to pay for rising contract
service costs. The budget in this fund has increased
$150,000 or 12.1% when compared to the prior fiscal
year.
Enterprise funds total $86.4 million, an increase of $2.9 million, or
3.5%, over the fiscal year 2020‐21 adopted budget. The Potable Water and
Recycled Water funds continue to operate and maintain critical infrastructure
systems and provides the safe delivery of drinking water, conservation outreach and
treated irrigation water. The Wastewater fund provides reliable wastewater collection services.
The Internal Service funds total $28.9 million, with an overall increase of $2.6 million, or 9.6%,
over fiscal year 2020‐21, after excluding the $1.9 million transfer from the Self‐Insurance Benefit
Fund to the Workers’ Compensation fund. Much of the increase in Workers’ Compensation and Risk
Management costs is attributable to rising insurance liability rates, claims filed, and administrative
costs. Vehicle Maintenance and Replacement and Information Technology expenditure increases
correspond with the city’s efforts to continue to modernize, upgrade and invest in needed
equipment, systems and applications. More detail can be found in the internal service fund piece of
the revenue summary section earlier in this document.
The budget for the Successor Agency Housing Trust Fund for fiscal year 2021‐22 is $866,000
lower than the prior year’s adopted budget of $1.9 million. The Recognized Obligation Payments
Schedule (ROPS) identifies financial commitments of the former Redevelopment Agency, including
the remaining scheduled debt service payments on the Redevelopment Agency bond issue, the
outstanding loan from the city’s General Fund and minor allowable administrative costs. The last debt
service payment on the bond issue is scheduled for September 2023 and the city loan will be paid off
by the end of fiscal year 2021‐22. These obligations are to be paid from semi‐annual property tax
increment revenue received by the Successor Agency.
May 18, 2021 Item #8 Page 35 of 308
PERSONNEL ALLOCATION S
Adopted Adopted Adopted Adopted
Budget Budget Budget Budget
Department(*)2018-19 2019-20 2020-21 2021-22
City Attorney 7.00 8.00 8.00 8.00
City Clerk Services 7.00 7.00 7.00 7.00
City Council 2.00 2.00 2.00 2.00
City Manager 9.00 12.00 7.00 7.00
City Treasurer 0.75 1.00 1.00 1.00
Communication & Engagement 7.00 7.00 7.00 7.00
Administrative Services - Administration - - - 3.00
Finance 30.00 31.00 31.00 28.00
Human Resources 13.00 17.00 17.00 16.00
Information Technology 32.00 35.00 37.00 37.00
Innovation & Economic Development 3.00 2.00 4.00 4.00
Community Services - Administration - - 3.00 3.00
Community Development 59.75 63.75 61.75 65.00
Library & Cultural Arts 50.50 52.50 52.50 52.50
Parks & Recreation 55.00 55.00 55.00 56.00
Fire 92.00 97.75 97.75 111.00
Police 170.00 184.00 187.00 187.00
Public Works 166.75 172.75 172.75 177.75
Total Full-Time Personnel 704.75 747.75 750.75 772.25
Hourly Full-Time Equivalent Personnel 185.87 199.97 186.59 193.81
Total 890.62 947.72 937.34 966.06
*Notes:
In FY 2018-19, Police IT was consolidated with city IT, resulting in the transfer of 5 FTE.
FY 2019-20 includes a mid-year increase of 2 FTE in Police as approved by City Council.
FY 2019-20 reorganizations include Finance, Human Resources, Community Development and Police.
This table excludes paid interns, due to transitional nature of intern employment.
In FY 2020-21 5 FTEs were moved from City Manager to Comm. Serv. Admin. (3 FTE), and Innovation & Economic
Development (2 FTE). Includes 3.0 FTE approved by Council for Police for Homelessness Program.
In FY 2021-22 1.0 FTE was moved from Human Resources to Fire and 3.0 FTE was moved from Finance to Administrative
Services - Administration.
May 18, 2021 Item #8 Page 36 of 308
May 18, 2021Item #8 Page 37 of 308
May 18, 2021 Item #8 Page 38 of 308
SCHEDULE OF PROJECTED FUND BALANCES
Projected
Beginning Additional Ending
Fund Balance Projected Projected CalPERS Advance Fund Balance
Fund July 1, 2020 Revenues Expenditures Payment Repayment June 30, 2021
General Fund $98,985,748 * $172,734,000 $164,540,132 $8,557,922 2,680,000 $101,301,694
Special Revenue Funds
Affordable Housing 23,224,748 1,204,279 5,034,346 7,558 19,387,123
Agricultural Mitigation Fee 1,019,025 14,000 0 0 1,033,025
Buena Vista Channel Maintenance District 1,441,925 125,800 116,298 0 1,451,427
Citizen's Option for Public Safety 274,441 184,318 200,000 16,877 241,882
Community Activity Grants 1,123,096 15,000 0 0 1,138,096
Community Development Block Grant 0 1,551,030 1,428,953 3,972 118,105
Cultural Arts Donations 304,339 61,067 122,385 0 243,021
Flower Fields Grant Program 0 0 0 0 0
Habitat Mitigation Fee 0 16,230 0 0 16,230
Library and Arts Endowments 270,342 2,244 6,000 0 266,586
Library Gifts and Bequests 1,548,903 253,995 426,910 0 1,375,988
Lighting and Landscaping District No. 2 4,229,025 694,000 375,750 0 4,547,275
Local Cable Infrastructure 974,683 296,000 351,000 0 919,683
Median Maintenance District 70,953 1,050,000 1,005,000 21,490 94,463
Parking In Lieu Fee 1,201,155 17,064 50,000 0 1,168,219
Police Asset Forfeiture 308,232 7,000 65,000 0 250,232
Public Safety Grants 0 233,939 233,939 0 0
Recreation Donations 301,859 8,235 37,957 0 272,137
Rental Assistance 131,180 8,900,124 8,510,000 39,196 482,108
Senior Donations 338,015 11,000 13,200 0 335,815
Street Lighting Maintenance District 2,786,452 924,266 685,000 15,774 3,009,944
Street Tree Maintenance District 438,375 465,000 625,000 21,999 256,376
Tyler Court Apartments 198,339 602,512 430,000 0 370,851
Total Special Revenue Funds 40,185,086 16,637,103 19,716,738 126,866 36,978,585
Enterprise Funds
Water Operations 29,204,183 44,523,102 46,126,865 288,986 27,311,434
Recycled Water Operations 6,447,797 7,972,071 10,333,658 132,151 3,954,059
Wastewater Operations 9,040,711 13,683,128 15,235,755 190,186 7,297,898
Solid Waste Management 14,707,512 3,920,818 4,498,833 128,504 14,000,993
Golf Course 985,074 7,792,122 6,340,807 0 2,436,389
Total Enterprise Funds 60,385,276 77,891,241 82,535,918 739,827 55,000,772
Internal Service Funds
Workers' Compensation 4,650,061 3,905,093 1,950,000 8,347 6,596,807
Risk Management 2,823,391 2,422,410 3,048,468 22,496 2,174,837
Self-Insured Benefits 1,834,163 0 1,834,163 0 0
Vehicle Maintenance 1,078,108 3,516,342 2,782,841 87,661 1,723,948
Vehicle Replacement 17,492,025 2,680,007 795,000 0 19,377,032
Information Technology 10,257,801 12,535,451 15,600,562 456,881 6,735,809
Total Internal Service Funds 38,135,550 25,059,303 26,011,034 575,385 36,608,434
Successor Agency Housing Trust Fund 2,082,371 4,127,400 1,049,406 0 (2,680,000) 2,480,365
Total Operating Funds $239,774,031 $296,449,047 $293,853,228 $10,000,000 $0 $232,369,850
* For the General Fund only, this represents unassigned fund balance.
May 18, 2021 Item #8 Page 39 of 308
SCHEDULE OF PROJECTED FUND BALANCES
Projected
Beginning Ending
Fund Balance Estimated Adopted Fund Balance
Fund June 30, 2021 Revenues Budget June 30, 2022
General Fund $101,301,694 * $178,813,062 $184,230,264 $95,884,492
Special Revenue Funds
Affordable Housing 19,387,123 515,000 988,422 18,913,701
Agricultural Mitigation Fee 1,033,025 15,000 0 1,048,025
Buena Vista Channel Maintenance District 1,451,427 120,000 195,245 1,376,182
Citizen's Option for Public Safety 241,882 187,000 266,106 162,776
Community Activity Grants 1,138,096 15,000 30,000 1,123,096
Community Development Block Grant 118,105 520,500 638,299 306
Cultural Arts Donations 243,021 46,200 131,750 157,471
Flower Fields Grant Program 0 0 0 0
Habitat Mitigation Fee 16,230 15,000 0 31,230
Library and Arts Endowments 266,586 3,000 6,000 263,586
Library Gifts and Bequests 1,375,988 178,100 384,270 1,169,818
Lighting and Landscaping District No. 2 4,547,275 702,300 376,001 4,873,574
Local Cable Infrastructure 919,683 295,000 345,000 869,683
Median Maintenance District 94,463 1,315,000 1,369,415 40,048
Parking In Lieu Fee 1,168,219 15,358 50,000 1,133,577
Police Asset Forfeiture 250,232 16,000 170,000 96,232
Public Safety Grants 0 0 0 0
Recreation Donations 272,137 86,223 82,591 275,769
Rental Assistance 482,108 7,548,000 7,898,443 131,665
Senior Donations 335,815 20,000 79,600 276,215
Street Lighting Maintenance District 3,009,944 916,051 971,246 2,954,749
Street Tree Maintenance District 256,376 710,000 943,555 22,821
Tyler Court Apartments 370,851 644,400 640,987 374,264
Total Special Revenue Funds 36,978,585 13,883,132 15,566,930 35,294,787
Enterprise Funds
Water Operations 27,311,434 45,466,455 47,821,220 24,956,669
Recycled Water Operations 3,954,059 8,072,846 10,103,790 1,923,115
Wastewater Operations 7,297,898 13,963,861 16,057,473 5,204,286
Solid Waste Management 14,000,993 4,069,427 5,183,474 12,886,946
Golf Course 2,436,389 7,539,000 7,231,000 2,744,389
Total Enterprise Funds 55,000,772 79,111,589 86,396,957 47,715,404
Internal Service Funds
Workers' Compensation 6,596,807 4,754,730 3,933,699 7,417,838
Risk Management 2,174,837 3,401,080 3,207,702 2,368,215
Self-Insured Benefits 0 0 0 0
Vehicle Maintenance 1,723,948 3,340,562 3,516,373 1,548,137
Vehicle Replacement 19,377,032 4,311,885 4,546,033 19,142,884
Information Technology 6,735,809 14,860,389 14,369,778 7,226,420
Total Internal Service Funds 36,608,434 30,668,646 29,573,585 37,703,495
Successor Agency Housing Trust Fund 2,480,365 1,078,000 1,067,495 2,490,870
Total Operating Funds $232,369,850 $303,554,429 $316,835,231 $219,089,048
* For the General Fund only, this represents unassigned fund balance.
May 18, 2021 Item #8 Page 40 of 308
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 20-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
General Fund
Taxes
Property Tax $72,289,510 $75,211,000 $76,587,000 1.8% $1,376,000
Sales Tax 37,584,621 39,840,000 44,015,000 10.5% 4,175,000
Transient Occupancy Tax 18,898,325 12,585,000 18,441,000 46.5% 5,856,000
Franchise Tax 5,863,614 5,724,000 5,666,000 -1.0%(58,000)
Business License Tax 5,414,292 5,550,000 5,817,000 4.8%267,000
Transfer Tax 1,247,218 1,260,000 1,285,000 2.0%25,000
Total Taxes 141,297,580 140,170,000 151,811,000 8.3%11,641,000
Intergovernmental
Homeowners Exemption 358,819 350,000 350,000 0.0%-
Other Intergovernmental 2,998,306 9,370,000 7,223,975 -22.9% (2,146,025)
Total Intergovernmental 3,357,125 9,720,000 7,573,975 -22.1% (2,146,025)
Licenses and Permits
Building Permits 1,445,892 1,011,000 521,000 -48.5% (490,000)
Other Licenses and Permits 1,293,657 904,000 944,000 4.4%40,000
Total Licenses And Permits 2,739,549 1,915,000 1,465,000 -23.5% (450,000)
Charges for Services
Planning Fees 356,382 249,000 274,000 10.0%25,000
Building Department Fees 956,138 668,000 617,000 -7.6%(51,000)
Engineering Fees 620,302 434,000 441,000 1.6%7,000
Ambulance Fees 2,752,261 2,521,000 2,584,000 2.5%63,000
Recreation Fees 2,093,196 1,425,000 1,760,000 23.5%335,000
Other Charges or Fees 709,034 1,109,000 550,000 -50.4% (559,000)
Total Charges For Services 7,487,313 6,406,000 6,226,000 -2.8% (180,000)
Fines and Forfeitures 522,814 396,000 406,000 2.5%10,000
Income from Investments and Property 11,978,846 7,517,000 4,879,925 -35.1% (2,637,075)
Interdepartmental Charges 5,047,596 5,052,000 5,181,349 2.6%129,349
Other Revenue Sources 1,711,070 1,558,000 1,269,813 -18.5% (288,187)
Total General Fund $174,141,893 $172,734,000 $178,813,062 3.5%$6,079,062
* Interest is calculated on an amortized cost basis.
May 18, 2021 Item #8 Page 41 of 308
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 20-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
Special Revenue Funds
Affordable Housing
Affordable Housing Fees $537,168 $248,000 $140,000 -43.6% ($108,000)
Property Tax 762,948 520,000 - -100.0% (520,000)
Interest Income 877,998 406,279 345,000 -15.1%(61,279)
Other Revenue 78,553 30,000 30,000 0.0%0
Total Affordable Housing 2,256,667 1,204,279 515,000 -57.2% (689,279)
Agricultural Mitigation Fee
Agricultural Mitigation Fees 227,552 - - 0.0%-
Interest Income 31,969 14,000 15,000 7.1%1,000
Total Agriculutural Mitigation Fee 259,521 14,000 15,000 7.1%1,000
Buena Vista Channel Maintenance
Assessment Fees 70,510 105,000 100,000 -4.8%(5,000)
Interest Income 48,684 20,800 20,000 -3.9%(800)
Total Buena Vista Channel Maintenance 119,194 125,800 120,000 -4.6%(5,800)
Citizen's Option for Public Safety
State Funding (AB3229)256,588 182,318 185,000 1.5%2,682
Interest Income 9,389 2,000 2,000 0.0%-
Total Citizen'S Option For Public Safety 265,977 184,318 187,000 1.5%2,682
Community Activity Grants
Interest Income 37,980 15,000 15,000 0.0%-
Total Community Activity Grants 37,980 15,000 15,000 0.0%0
Community Development Block Grant
Federal Grant 742,101 1,551,030 520,000 -66.5% (1,031,030)
Interest Income 1,135 - 500 0.0%500
Other Revenue 216,218 - - 0.0%-
Total Community Dev. Block Grant 959,454 1,551,030 520,500 -66.4% (1,030,530)
Cultural Arts Donations
Donations 58,828 58,342 43,000 -26.3%(15,342)
Interest Income 10,357 2,725 3,200 17.4%475
Other Revenue - - - 0.0%-
Total Cultural Arts Donations 69,185 61,067 46,200 -24.4%(14,867)
Flower Fields Grant Program
Interest Income 9,757 - - 0.0%-
Total Flower Fields Grant Program 9,757 0 0 0.0%0
Habitat Mitigation Fee
Mitigation Fees 29,071 16,000 15,000 -6.3%(1,000)
Interest Income 2,007 230 - -100.0%(230)
Total Habitat Mitigation Fee 31,078 16,230 15,000 -7.6%(1,230)
May 18, 2021 Item #8 Page 42 of 308
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 20-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
Special Revenue Funds - Continued
Library And Arts Endowment Fund
Interest Income 9,143 2,244 3,000 33.7%756
Total Library And Arts Endowment Fund 9,143 2,244 3,000 33.7%756
Library Gifts/Bequests
Gifts and Bequests 339,291 241,677 164,000 -32.1%(77,677)
Interest Income 51,128 12,318 14,100 14.5%1,782
Other Revenue - - - 0.0%-
Total Library Gifts/Bequests 390,419 253,995 178,100 -29.9%(75,895)
Lighting And Landscaping District No. #2
Assessment Fees 625,925 638,000 648,300 1.6%10,300
Interest Income 139,771 56,000 54,000 -3.6%(2,000)
Other Revenue - - - 0.0%-
Total Lighting And Landscaping Dist. No. #2 765,696 694,000 702,300 1.2%8,300
Local Cable Infrastructure Fund
Cable Fees 308,090 285,000 285,000 0.0%-
Interest Income 30,810 11,000 10,000 -9.1%(1,000)
Total Local Cable Infrastructure Fund 338,900 296,000 295,000 -0.3%(1,000)
Median Maintenance
Assessment Fees 351,656 350,000 365,000 4.3%15,000
Other 552,817 700,000 950,000 35.7%250,000
Total Median Maintenance 904,473 1,050,000 1,315,000 25.2%265,000
Parking In Lieu
Parking In Lieu Fees 147,180 - - 0.0%-
Interest Income 39,121 17,064 15,358 -10.0%(1,706)
Total Parking In Lieu 186,301 17,064 15,358 -10.0%(1,706)
May 18, 2021 Item #8 Page 43 of 308
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 20-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
Special Revenue Funds - Continued
Police Asset Forfeiture
Asset Forfeitures 237,478 5,000 14,000 180.0%9,000
Interest Income 11,733 2,000 2,000 0.0%-
Total Police Asset Forfeiture 249,211 7,000 16,000 128.6%9,000
Public Safety Grants
Federal Grant 143,094 233,939 - -100.0% (233,939)
Total Police Grants 143,094 233,939 0 -100.0% (233,939)
Recreation Donations
Donations 45,364 6,000 82,000 1266.7%76,000
Interest Income 10,344 2,235 4,223 89.0%1,988
Total Recreation Donations 55,708 8,235 86,223 947.0%77,988
Rental Assistance
Federal Grant 7,496,947 8,644,524 7,480,000 -13.5% (1,164,524)
Other Revenue 178,430 255,600 68,000 -73.4% (187,600)
Total Rental Assistance 7,675,377 8,900,124 7,548,000 -15.2% (1,352,124)
Senior Donations
Donations 4,917 6,000 6,000 0.0%-
Interest Income 11,501 5,000 6,000 20.0%1,000
Other Revenue 8,103 - 8,000 0.0%8,000
Total Senior Donations 24,521 11,000 20,000 81.8%9,000
Street Lighting
Assessment Fees 733,743 735,000 740,000 0.7%5,000
Other Revenue 168,321 154,266 141,051 -8.6%(13,215)
Interest Income 94,699 35,000 35,000 0.0%-
Total Street Lighting 996,763 924,266 916,051 -0.9%(8,215)
Street Tree Maintenance
Assessment Fees 465,371 465,000 470,000 1.1%5,000
Other Revenue 400,707 - 240,000 0.0%240,000
Total Street Tree Maintenance 866,078 465,000 710,000 52.7%245,000
Tyler Court Apartments
Rental Income 552,480 600,000 641,891 7.0%41,891
Other Revenue 7,625 2,500 2,509 0.4%9
Interest Income (86) 12 - -100.0%(12)
Total Tyler Court Apartments 560,019 602,512 644,400 7.0%41,888
Total Special Revenue Funds $17,174,516 $16,637,103 $13,883,132 -16.6% ($2,753,971)
May 18, 2021 Item #8 Page 44 of 308
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 20-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
Enterprise Funds
Water Operations
Water Sales $26,283,507 $27,496,504 $28,046,435 2.0% $549,931
Ready-to-Serve charge 12,103,128 12,290,845 12,536,662 2.0%245,817
Water Rebates - - - 0.0%-
Property Tax 4,204,447 3,628,154 3,680,499 1.4%52,345
New Account Charges 123,168 132,416 132,416 0.0%-
Back-Flow Program Fees 165,813 138,859 138,859 0.0%-
Penalty Fees 202,884 3,000 104,651 3388.4%101,651
Interest Income 1,137,240 374,898 374,897 0.0%(1)
Engineering Overhead 46,691 35,000 40,000 14.3%5,000
Service Connection Fees 57,358 42,600 42,600 0.0%-
Other Revenue 286,909 380,826 369,436 -3.0%(11,390)
Total Water Operations 44,611,145 44,523,102 45,466,455 2.1%943,353
Recycled Water Operations
Water Sales 6,223,138 6,770,361 6,860,887 1.3%90,526
Ready-to-Serve charge 1,187,012 1,203,743 1,209,771 0.5%6,028
Recycled Water Credits - - - 0.0%-
Interest Income 41,194 (23,389) (23,389) 0.0%-
Other Revenue 111,440 21,356 25,577 19.8%4,221
Total Recycled Water Operations 7,562,784 7,972,071 8,072,846 1.3%100,775
Wastewater Operations
Service Charges 13,763,966 13,372,679 13,773,859 3.0%401,180
Misc. Sewer 23,958 7,890 - -100.0%(7,890)
Engineering Overhead 33,377 15,931 15,931 0.0%-
Penalty Fees 60,798 - 30,399 0.0%30,399
Interest Income 374,741 75,000 75,000 0.0%-
Other Revenue 66,272 211,628 68,672 -67.6% (142,956)
Total Wastewater Operations 14,323,112 13,683,128 13,963,861 2.1%280,733
Solid Waste Management
Recycling Fees (AB939)403,239 290,000 300,000 3.5%10,000
Penalty Fees 39,238 - 20,000 0.0%20,000
Trash Surcharge 3,120,429 3,000,000 3,000,000 0.0%-
Interest Income 497,353 182,080 185,080 1.7%3,000
Other Revenue 437,499 448,738 564,347 25.8%115,609
Total Solid Waste Management 4,497,758 3,920,818 4,069,427 3.8%148,609
Golf Course Operations
Charges for Services 6,558,857 7,709,022 7,400,000 -4.0% (309,022)
Interest Income 34,755 8,300 4,000 -51.8%(4,300)
Other Revenue 149,855 74,800 135,000 80.5%60,200
Total Golf Course Operations 6,743,467 7,792,122 7,539,000 -3.3% (253,122)
Total Enterprise Funds $77,738,266 $77,891,241 $79,111,589 1.6%$1,220,348
May 18, 2021 Item #8 Page 45 of 308
SCHEDULE OF REVENUE ESTIMATES
2020-21 2021-22 Change as % Difference
2019-20 Estimated Estimated of 20-21 2020-21 to
Revenue Source Actuals Revenue Revenue Estimated 2021-22
Internal Service Funds
Workers' Compensation
Interdepartmental Charges $3,455,136 $1,880,930 $4,524,730 140.6% $2,643,800
Interest Income 448,532 190,000 215,000 13.2%25,000
Other Revenue 190,508 1,834,163 15,000 -99.2% (1,819,163)
Total Workers' Compensation 4,094,176 3,905,093 4,754,730 21.8%849,637
Risk Management
Interdepartmental Charges 2,195,820 2,309,460 3,306,080 43.2%996,620
Interest Income 162,698 65,000 75,000 15.4%10,000
Other Revenue 28,856 47,950 20,000 -58.3%(27,950)
Total Risk Management 2,387,374 2,422,410 3,401,080 40.4%978,670
Self-Insured Benefits
Interdepartmental Charges - - - 0.0%-
Other Revenue - - - 0.0%-
Total Self-Insured Benefits 0 0 0 0.0%0
Vehicle Maintenance
Interdepartmental Charges 2,852,757 3,500,050 3,291,562 -6.0% (208,488)
Interest Income 21,840 8,199 9,000 9.8%801
Other Revenue 46,345 8,093 40,000 394.3%31,907
Total Vehicle Maintenance 2,920,942 3,516,342 3,340,562 -5.0% (175,780)
Vehicle Replacement
Interdepartmental Charges 2,366,412 2,192,070 3,881,885 77.1% 1,689,815
Interest Income 602,631 350,000 350,000 0.0%-
Other Revenue 50,090 137,937 80,000 -42.0%(57,937)
Total Vehicle Replacement 3,019,133 2,680,007 4,311,885 60.9%1,631,878
Information Technology
Interdepartmental Charges 13,275,060 12,379,451 14,752,389 19.2% 2,372,938
Interest Income 296,030 108,000 108,000 0.0%-
Other Revenue 47,417 48,000 - -100.0%(48,000)
Total Information Technology 13,618,507 12,535,451 14,860,389 18.6%2,324,938
Total Internal Service Funds $26,040,132 $25,059,303 $30,668,646 22.4%$5,609,343
Trust Funds
Sucssessor Agency Housing Fund
Property Tax Increment 5,006,144 4,000,000 1,060,000 -73.5% (2,940,000)
Interest Income 105,205 127,400 18,000 -85.9% (109,400)
Total Successor Agency Housing Fund 5,111,349 4,127,400 1,078,000 -73.9% (3,049,400)
Total Trust Funds $5,111,349 $4,127,400 $1,078,000 -73.9% ($3,049,400)
Total Operating Funds $300,206,156 $296,449,047 $303,554,429 2.4%$7,105,382
May 18, 2021 Item #8 Page 46 of 308
SCHEDULE OF BUDGET EXPENDITURES
% Incr / (Decr)
2020-21 20-21 Budget
2018-19 2019-20 Estimated 2020-21 2021-22 to
Department Actuals Actuals Expenditures Budget Budget 21-22 Budget
General Fund
Policy And Leadership Group
City Council $453,386 $466,528 $535,532 $586,317 $649,975 10.9%
City Attorney 1,751,649 1,910,060 1,981,318 1,987,318 2,037,136 2.5%
City Clerk 1,013,027 1,126,417 1,190,810 1,263,159 1,300,469 3.0%
City Manager 2,329,708 2,574,961 2,065,119 2,153,294 2,112,097 -1.9%
City Treasurer 212,225 215,784 227,235 244,090 250,752 2.7%
Community Outreach And Engagement 1,602,350 1,651,700 1,692,761 1,692,761 1,771,173 4.6%
Total Policy And Leadership Group 7,362,345 7,945,450 7,692,775 7,926,939 8,121,602 2.5%
Administrative Services
Administration - - - - 568,883 -
Finance 5,195,794 5,617,702 5,750,000 5,989,716 5,632,387 -6.0%
Human Resources 3,561,005 4,302,513 4,374,700 5,010,104 4,797,011 -4.3%
Innovation and Economic Development 673,700 1,097,395 1,129,110 1,131,877 1,264,626 11.7%
Total Administrative Services 9,430,499 11,017,610 11,253,810 12,131,697 12,262,907 1.1%
Community Services
Community Services Administration - - 500,000 581,849 656,221 12.8%
Community Development 10,692,924 10,328,444 10,767,000 10,781,168 15,466,693 43.5%
Library And Cultural Arts 12,969,709 13,030,148 12,353,998 13,291,868 13,780,555 3.7%
Parks And Recreation 17,165,407 17,584,182 16,304,411 17,993,237 19,278,168 7.1%
Total Community Services 40,828,040 40,942,774 39,925,409 42,648,122 49,181,637 15.3%
Public Safety
Fire 24,017,515 25,620,353 28,882,000 27,173,120 33,521,412 23.4%
Police 39,009,548 44,841,600 44,041,378 44,593,457 49,396,803 10.8%
Total Public Safety 63,027,063 70,461,953 72,923,378 71,766,577 82,918,215 15.5%
Public Works
Public Works Administration 1,626,845 1,768,613 1,787,962 1,786,198 1,941,613 8.7%
Construction Management & Inspections 2,575,598 2,944,509 2,717,631 2,893,903 2,990,665 3.3%
Environmental Management 669,711 758,852 780,799 808,946 1,282,225 58.5%
Facilities 5,058,965 5,537,243 5,309,605 5,862,683 6,555,934 11.8%
Transportation 6,877,759 7,583,250 7,920,763 7,410,972 8,405,466 13.4%
Total Public Works 16,808,878 18,592,467 18,516,760 18,762,702 21,175,903 12.9%
Miscellaneous Non-Departmental Expenditures
Community Contributions 11,213 7,983 3,000 0 0 -
Dues & Subscriptions 51,688 71,519 75,000 75,000 80,000 6.7%
Legal Services 793,094 697,114 670,000 750,000 1,200,000 60.0%
Professional Services 39,830 39,195 35,000 42,000 42,000 0.0%
Other Miscellaneous Expenditures 738,439 3,860,320 0 0 0 -
Personnel Related 149,563 152,582 200,000 284,000 850,000 199.3%
COVID-related 0 910,211 1,432,000 0 0 -
Property Tax & Other Administration 660,633 658,895 725,000 725,000 750,000 3.4%
Total Expenditures 2,444,460 6,397,819 3,140,000 1,876,000 2,922,000 55.8%
May 18, 2021 Item #8 Page 47 of 308
SCHEDULE OF BUDGET EXPENDITURES
% Incr / (Decr)
2020-21 20-21 Budget
2018-19 2019-20 Estimated 2020-21 2021-22 to
Department Actuals Actuals Expenditures Budget Budget 21-22 Budget
General Fund - Continued
Transfers
Transfer to General Capital Construction Fund 0 5,111,500 4,500,000 4,500,000 5,353,000 19.0%
Transfer to Infrastructure Replacement Fund 10,681,000 5,111,500 4,500,000 1,000,000 5,353,000 435.3%
Transfer from Infrastructure Replacement Fund 0 0 0 0 (5,070,000)-
Transfer To LLD#1 (Medians & Trees)775,000 950,000 700,000 700,000 1,190,000 70.0%
Transfer To Storm Water Program 219,274 303,052 312,000 309,000 322,000 4.2%
Other Miscellaneous Transfers 1,500,000 2,090,114 10,000,000 500,000 0 -100.0%
Total Transfers 13,175,274 13,566,166 20,012,000 7,009,000 7,148,000 2.0%
Total Miscellaneous Non-Departmental 15,619,734 19,963,985 23,152,000 8,885,000 10,070,000 13.3%
Subtotal General Fund 153,076,559 168,924,239 173,464,132 162,121,037 183,730,264 13.3%
Contingencies - - 1,076,000 1,500,000 500,000 -66.7%
Total General Fund 153,076,559 168,924,239 174,540,132 163,621,037 184,230,264 12.6%
Special Revenue Funds
Affordable Housing $704,106 $868,053 $5,034,346 $880,698 $988,422 12.2%
Agricultural Mitigation Fee 149,893 0 0 0 0 -
Buena Vista Channel Maintenance 135,419 71,738 116,298 195,245 195,245 0.0%
Citizen's Option For Public Safety 236,881 247,072 200,000 253,937 266,106 4.8%
Community Activity Grants 0 0 0 30,000 30,000 0.0%
Community Development Block Grant 509,402 324,153 1,428,953 655,643 638,299 -2.6%
Cultural Arts Donations 29,920 29,510 122,385 122,385 131,750 7.7%
Flower Fields Grant Program 50,000 943,272 0 0 0 -
Habitat Mitigation Fee 3,637 1,115,129 0 0 0 -
Library And Arts Endowment Fund 1,493 0 6,000 6,000 6,000 0.0%
Library Gifts/Bequests 301,371 217,268 426,910 426,910 384,270 -10.0%
Lighting And Landscaping District No. 2 253,519 353,503 375,750 354,681 376,001 6.0%
Local Cable Infrastructure Fund 270,649 207,119 351,000 351,000 345,000 -1.7%
Median Maintenance 960,502 1,077,147 1,005,000 1,221,612 1,369,415 12.1%
Parking In Lieu 46,102 47,547 50,000 50,000 50,000 0.0%
Police Asset Forfeiture 25,600 122,365 65,000 316,000 170,000 -46.2%
Public Safety Grants 566,987 170,871 233,939 0 0 -
Recreation Donations 47,518 28,289 37,957 98,700 82,591 -16.3%
Rental Assistance 7,479,464 7,832,253 8,510,000 7,723,066 7,898,443 2.3%
Senior Donations 105,492 20,592 13,200 104,500 79,600 -23.8%
Street Lighting 754,086 633,162 685,000 967,581 971,246 0.4%
Street Tree Maintenance 658,389 575,205 625,000 877,810 943,555 7.5%
Tyler Court Apartments 560,568 497,143 430,000 608,388 640,987 5.4%
Total Special Revenue Funds 13,290,430 14,884,248 19,716,738 15,244,156 15,566,930 2.1%
May 18, 2021 Item #8 Page 48 of 308
SCHEDULE OF BUDGET EXPENDITURES
% Incr / (Decr)
2020-21 20-21 Budget
2018-19 2019-20 Estimated 2020-21 2021-22 to
Department Actuals Actuals Expenditures Budget Budget 21-22 Budget
Enterprise Funds
Water Operations $42,715,366 $45,759,077 $46,126,865 $46,126,865 $47,821,220 3.7%
Recycled Water Operations 9,342,838 9,687,430 10,333,658 10,583,658 10,103,790 -4.5%
Wastewater Operations 18,534,329 12,872,742 15,235,755 15,235,755 16,057,473 5.4%
Solid Waste Management 3,955,189 4,442,825 4,498,833 5,022,951 5,183,474 3.2%
Golf Course Operations 7,794,389 7,033,434 6,340,807 6,571,000 7,231,000 10.0%
Total Enterprise Funds 82,342,111 79,795,508 82,535,918 83,540,229 86,396,957 3.4%
Internal Service Funds
Workers' Compensation $5,411,518 $3,707,498 $1,950,000 $3,664,554 $3,933,699 7.3%
Risk Management 2,181,589 2,508,452 3,048,468 2,684,739 3,207,702 19.5%
Self-Insured Benefits 382,552 66,103 1,834,163 1,920,163 - -100.0%
Vehicle Maintenance 2,844,293 2,914,153 2,782,841 3,296,304 3,516,373 6.7%
Vehicle Replacement 2,067,034 3,599,851 795,000 3,779,298 4,546,033 20.3%
Information Technology 12,433,677 9,351,645 15,600,562 13,567,910 14,369,778 5.9%
Total Internal Service Funds 25,320,663 22,147,702 26,011,034 28,912,968 29,573,585 2.3%
Trust Funds
Successor Agency Housing Fund 1,769,568 1,213,597 1,049,406 1,933,523 1,067,495 -44.8%
Total Trust Funds 1,769,568 1,213,597 1,049,406 1,933,523 1,067,495 -44.8%
Total Operating Funds 275,799,331$ 286,965,294$ 303,853,228$ 293,251,913$ 316,835,231$ 8.0%
May 18, 2021 Item #8 Page 49 of 308
PUBLIC SAFETY
The City of Carlsbad’s public safety services create
and maintain a safe community for all who live,
work and play in our city. This important work is carried out by the dedicated men and women of
the Police and Fire departments. Highly
specialized divisions cover all aspects of modern
law enforcement, fire prevention, response and
recovery, emergency medical services, and
emergency preparedness and operations.
We are proud to serve the City of Carlsbad
community, working in partnership to deliver on
the city mission at the highest possible level,
every day.
Michael Calderwood
Fire Chief
760-931-2141
FireMail@carlsbadca.gov
Neil Gallucci
Chief of Police
760 931-2100
police@carlsbadca.gov
May 18, 2021 Item #8 Page 50 of 308
afet
May 18, 2021 Item #8 Page 51 of 308
PUBLIC SAFETY |
FIRE DEPARTMENT
Account: 0012210-0012260 Fund: General
ABOUT
The Fire Department is an all-hazard first responder agency safeguarding lives, property, and the
environment through 24-hour fire, rescue, marine safety, and emergency medical services. The
department is separated into three bureaus: Emergency Operations, Emergency Preparedness, and
Fire Prevention. Each bureau is committed to serving the community through prevention,
preparation, response and recovery.
SERVICES
•Extinguish structure and wildland fires
•Deliver emergency medical services
•Perform high-risk technical search and rescues
•Organize response and support operations for natural or man-made disasters
•Deploy SWAT medics to support the Police Department and other law enforcement agencies
•Maintain year-round lifeguard services from Oak Avenue to northern city border
•Manage Emergency Operations Center (EOC) facility, staffing, equipment and supplies to
ensure incident response readiness
•Disseminate public emergency notifications
•Conduct large-scale emergency evacuations
•Administer citywide preparedness training and exercises and update preparedness plans
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $12,588,773 $13,153,994 $14,192,450 $16,999,835
Retirement Benefits 3,774,944 4,300,847 4,171,640 4,691,363
Health Insurance 1,294,516 1,429,979 1,699,188 2,219,351
Other Personnel Expenses 889,583 1,123,689 799,339 1,634,029
Personnel Services Subtotal 18,547,816 20,008,509 20,862,617 25,544,578
Operating Expenses
Professional & Contract Services 1,484,350 1,580,819 1,659,080 1,794,255
Supplies & Materials 1,011,163 961,736 791,531 1,151,247
Repair & Maintenance 73,609 64,630 79,600 75,360
Interdepartmental Charges 2,363,903 2,197,374 3,169,984 3,837,054
Other Operating Expenses 294,330 282,528 225,308 240,918
Capital Outlay 242,344 524,757 385,000 878,000
Operating Expenses Subtotal 5,469,699 5,611,844 6,310,503 7,976,834
TOTAL EXPENDITURES $24,017,515 $25,620,353 $27,173,120 $33,521,412
Full Time Positions 92.00 97.75 97.75 111.00
Hourly/FTE Positions 5.50 5.50 5.50 10.00
May 18, 2021 Item #8 Page 52 of 308
• Coordinate Carlsbad Community Emergency Response Team volunteer program
• Lead Carlsbad Emergency Management Administrative Team
• Represent the city in Unified San Diego County Emergency Services Organization
• Co-chair Ready Carlsbad Business Alliance Committee of Carlsbad Chamber of Commerce
• Oversee Hazard Reduction Program with identification and abatement of brush fire hazards
• Review code compliance on construction plan submittals
• Complete construction inspections for new buildings and remodeling projects
• Provide code compliance inspections for schools, care facilities, hotels, motels, apartment
complexes and hazardous materials handling facilities
• Investigate suspicious or large loss fires for cause and origin
• Offer Fire Explorer Program for high school and college age students
• Promote public safety outreach and education programs across all bureaus
• Engage the community using the Carlsbad Fire Department Instagram page
RECENT ACCOMPLISHMENTS
Emergency Operations
• Provided mutual aid assistance to record-breaking wildfires across the state
• Developed North Zone Technical Rescue Team with neighboring fire agencies
• Deployed SWAT medics to support civil unrest and protests
• Created civil unrest policy used by North Zone fire agencies
• Partnered with the Police Department to implement new Lagoon Safety Program
• Built and installed Lifeguard Tower 4 on North Beach
• Converted manual data collection of daily aquatic activities to electronic process
• Constructed trailer near Dove Library as temporary Fire Station 2 during rebuild phase
• Formed COVID-19 Task Force to address city personnel needs and concerns
• Joined local fire and health agencies to develop a COVID-19 vaccine distribution program
• Established point of distribution location in Carlsbad to administer COVID-19 vaccinations
• Mobilized teams to administer COVID-19 vaccinations at long term care facilities
• Replaced all EKG monitors used on standard suppression apparatus
• Purchased and outfitted new aerial ladder truck, fire engine and staff vehicles
• Submitted regional grant application to replace Very High Frequency portable radios
• Applied for CARES Act Provider Relief Funds
• Automated emergency medical services patient satisfaction survey
• Replicated servers for record management systems to advance fire incident analytics
• Streamlined online electronic application process for Fire Explorer Program
• Facilitated working group to evaluate mission, vision and values statements
Emergency Preparedness
• Conducted yearlong EOC operations in support of COVID-19 mitigation and response
• Assumed Incident Command and facilitated policy group coordination for COVID-19
• Compiled daily COVID-19 data for use by city leadership and other departments
• Distributed face masks and additional PPE supplies to community members and businesses
• Coordinated Park Fire incident response support and evacuations
• Activated EOC operations in support of severe winter weather flooding
• Developed virtual EOC capability for off-site incident response support coordination
• Updated Emergency Operations and Continuity of Operations Plans
• Represented city at regional-level natural disaster conferences
May 18, 2021 Item #8 Page 53 of 308
Fire Prevention
•Procured new software program to manage state-mandated annual fire inspection program
•Implemented administrative citation program to help ensure adherence to all fire codes
•Partnered with Red Cross to install and test smoke alarms in Carlsbad homes
•Transformed previous fire code webpage into new fire permit resource library
•Created various social media campaigns promoting fire safety tips
GOALS | OBJECTIVES | PRIORITIES
Emergency Operations
•Adopt best practice-based response time policy by type of risk
•Implement Standard of Cover recommendations
•Deploy two additional rescue ambulances
•Modify medical priority dispatching to help improve resource availability and response times
•Cultivate Emergency Medical Technician Program
•Convert office into bedroom at Fire Station 6
•Acquire property for new fire station
•Revise Lifeguard Policy and Procedural Manual
•Pursue United Lifesaving Association Lifeguard Program Accreditation
•Oversee ambulance service fee study
•Advance wellness programs offering physical, medical, emotional and biometric resources
•Offer specialized NFPA 1582 medical exams addressing firefighter health concerns and safety
•Upgrade regional portable radios no longer supported with parts and repairs
•Enhance situational awareness with fire station digital dashboard
•Provide online payment option for fire record requests
Emergency Preparedness
•Identify COVID-19 mitigation and response lessons learned
•Support virtual EOC capabilities for off-site incident response coordination
•Initiate EOC structural and technology upgrades
•Develop Emergency Operations Plan hazard-specific appendixes and objectives
Fire Prevention
•Expand Hazard Reduction Program to year-round proactive program
•Digitize fire prevention permits, plans and inspections for virtual access and storage
•Form Internal Arson Investigation Program
•Implement results from cost of service study
•Facilitate community-driven strategic plan to help prepare for department accreditation
Service Delivery Benchmark CY 2017 CY 2018 CY 2019 CY 2020
Call to 1st Arrival
Time from request for assistance until first unit on scene
90% performance goal is 07:30 minutes or less 08:48 08:50 08:53 08:38
May 18, 2021 Item #8 Page 54 of 308
PUBLIC SAFETY |
POLICE DEPARTMENT: SUMMARY
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $18,794,827 $22,752,120 $23,684,866 $25,085,576
Retirement Benefits 6,292,156 7,281,652 7,027,746 7,422,002
Health Insurance 2,064,894 2,403,416 2,652,679 2,957,287
Other Personnel Expenses 1,493,533 1,954,328 1,505,739 3,087,379
Personnel Services Subtotal 28,645,410 34,391,516 34,871,030 38,552,244
Operating Expenses
Professional & Contract Services 2,091,636 1,882,137 2,365,997 2,308,538
Supplies & Materials 1,449,527 817,644 541,333 495,523
Repair & Maintenance 167,402 223,380 239,059 291,920
Interdepartmental Charges 5,595,529 6,648,956 6,687,982 7,730,391
Other Operating Expenses 597,059 523,438 457,993 451,143
Capital Outlay 1,292,453 894,837 0 3,150
Operating Expenses Subtotal 11,193,606 10,990,392 10,292,364 11,280,665
TOTAL EXPENDITURES $39,839,016 $45,381,908 $45,163,394 $49,832,909
General Fund $39,009,548 $44,841,600 $44,593,457 $49,396,803
Special Revenue Fund 829,468 540,308 569,937 436,106
TOTAL FUNDING $39,839,016 45,381,908$ 45,163,394$ 49,832,909$
Full Time Positions 170.00 184.00 187.00 187.00
Hourly/FTE Positions 2.00 2.00 2.00 2.00
May 18, 2021 Item #8 Page 55 of 308
PUBLIC SAFETY |
POLICE DEPARTMENT: ADMINISTRATION
Account: 0012110
0012122
Fund: General
ABOUT
The division includes personnel who develop and administer functions and programs that support the
city’s and the Police Department’s statement of values in a manner responsive to the city and its
citizens and establish policies and long-range plans to meet department goals and city needs.
SERVICES
•Develop and manage programs that reduce crime, encourage citizen participation, and
improve community safety
•Assist staff with individual and group development
•Provide support to divisions to assist with meeting goals
RECENT ACCOMPLISHMENTS
•Beginning stages of building remodel for the Police & Fire Headquarters
•Implementation of crisis management training departmentwide
•Participated in police oversight discussion with Communications & Engagement Department
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $566,748 $821,721 $548,832 $784,994
Retirement Benefits 180,698 220,721 202,369 248,162
Health Insurance 52,288 67,641 55,987 83,327
Other Personnel Expenses 45,856 60,964 39,329 100,331
Personnel Services Subtotal 845,590 1,171,047 846,517 1,216,814
Operating Expenses
Professional & Contract Services 1,066,872 989,252 1,005,741 1,005,741
Supplies & Materials 66,152 53,123 42,800 42,800
Repair & Maintenance 143 10,812 9,540 9,540
Interdepartmental Charges 3,293,977 3,980,129 3,803,103 3,963,301
Other Operating Expenses 288,879 296,796 277,050 269,050
Capital Outlay 566,481 387,738 0 0
Operating Expenses Subtotal 5,282,504 5,717,850 5,138,234 5,290,432
TOTAL EXPENDITURES $6,128,094 $6,888,897 $5,984,751 $6,507,246
Full Time Positions 5.00 6.00 5.00 6.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 56 of 308
GOALS | OBJECTIVES | PRIORITIES
• Respond to increasing demands with population growth and new dwellings in the city
• Enhance information technology to improve service levels and increase efficiency
• Collaborate with other departments, cities, agencies, and community groups
• Innovate using technology to provide the most efficient and effective service
• Use social media to engage the community
May 18, 2021 Item #8 Page 57 of 308
PUBLIC SAFETY |
POLICE DEPARTMENT: FIELD OPERATIONS
Account: 0012115-2121
0012123-2125
Fund: General
ABOUT
The Field Operations Division includes patrol, traffic, canines, lagoon patrol, and police rangers. The
Police Department compares its average response time to different priority level calls to the national
average. The national average response time for Priority 1 calls is less than six minutes. The average
response time for Priority 1 calls in Carlsbad is 5.2 minutes.
The FBI Index is used to measure crime in Carlsbad. The FBI Index includes homicide, rape, robbery,
aggravated assault, burglary, larceny/theft, and motor vehicle theft. In 2020, Carlsbad’s violent crime
rate was 1.94 per 1,000 population and the property crime rate was 15.95 per 1,000 population. The
county average for violent crime is 3.43 and for property crime is 14.50.
SERVICES
•Respond to calls for emergency and non-emergency services
•Provide emergency services, preventative patrol, traffic enforcement and special
enforcement in the community
•Take reports including crime, arrest, collision, incident, citation and field interviews
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $10,265,590 $12,465,034 $13,117,430 $14,026,507
Retirement Benefits 3,669,292 4,363,257 4,092,542 4,367,113
Health Insurance 1,115,760 1,282,302 1,426,334 1,650,258
Other Personnel Expenses 814,781 1,067,474 815,795 1,661,386
Personnel Services Subtotal 15,865,423 19,178,067 19,452,101 21,705,264
Operating Expenses
Professional & Contract Services 562,647 383,518 441,562 452,713
Supplies & Materials 463,771 285,787 136,715 145,870
Repair & Maintenance 27,886 21,700 21,500 21,500
Interdepartmental Charges 1,727,007 2,020,193 2,181,479 2,994,818
Other Operating Expenses 131,217 120,622 98,600 101,750
Capital Outlay 175,460 492,153 0 3,150
Operating Expenses Subtotal 3,087,988 3,323,973 2,879,856 3,719,801
TOTAL EXPENDITURES $18,953,411 $22,502,040 $22,331,957 $25,425,065
Full Time Positions 95.00 97.00 102.50 102.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 58 of 308
•Enforce laws and ordinances, preserve the peace, and provide for the protection of life and
property through proactive programs of enforcement and prevention
Police Activity CY2016 CY2017 CY2018 CY2019 CY2020
Police Activities/Calls for Service 84,858 90,760 99,562 112,323 110,448
Number of Cases 8,884 8,643 8,705 8,774 8,222
9-1-1 Calls 27,410 29,144 32,509 33,061 31,642
Total Phone Calls 145,944 149,715 156,488 157,587 162,055
RECENT ACCOMPLISHMENTS
•Reduced response time for Priority 1 calls from 5.50 to 5.20 minutes
•Average response time
o Priority 1: 5.2 minutes
o Priority 2: 15.35 minutes
o Priority 3: 21.95 minutes
GOALS | OBJECTIVES | PRIORITIES
•Utilize new and existing resources to address complaints and quality of life issues
•Address traffic complaints for the city’s special events and partner with outside agencies to
increase security and awareness
•Continue to work on department’s technology foundation to be more effective and efficient,
acquire more timely and accurate data, and support a data-driven approach to policing
•Develop and implement a new computer aided dispatch system, including integration with
current and new systems, for effective interoperability
•Continue to respond to all COVID-19 calls for service, referrals from SD211 and department
emails
•Continue converting the patrol fleet to hybrid vehicles to reduce the carbon footprint
May 18, 2021 Item #8 Page 59 of 308
PUBLIC SAFETY |
POLICE DEPARTMENT: SUPPORT OPERATIONS
Account: 0012126-2138
0012142-2145
Fund: General
ABOUT
The Support Operations Division includes the Crime Suppression Team, Homeless Outreach Team,
SWAT Team, Crisis Negotiation Team, Investigations Division, Family Services, Communications, and
Records.
SERVICES
• Provide public safety communication including answering 9-1-1 and other calls and
dispatching appropriate emergency personnel
• Provide follow-up investigations leading to the identification and apprehension of persons
responsible for the commission of crimes
• Collect and process evidence collected in the field by police employees
• Provide support to divisions to assist with meeting goals
• Assist in the preservation of all life and ensure a safe resolution to critical incidents
• Investigate and follow up on crime and incident reports as they relate to the family
• Assist in the coordination of diversion, prevention, and education activities
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $7,397,833 $8,770,923 $9,122,559 $9,533,473
Retirement Benefits 2,226,183 2,484,212 2,508,891 2,610,156
Health Insurance 852,256 1,006,231 1,076,865 1,143,242
Other Personnel Expenses 580,590 760,993 594,225 1,228,424
Personnel Services Subtotal 11,056,862 13,022,359 13,302,540 14,515,295
Operating Expenses
Professional & Contract Services 341,137 333,919 690,794 704,084
Supplies & Materials 311,428 188,682 117,900 117,935
Repair & Maintenance 97,563 152,667 157,294 210,155
Interdepartmental Charges 553,978 627,478 667,340 739,416
Other Operating Expenses 125,518 89,170 46,300 44,300
Capital Outlay 15,964 9,538 0 0
Operating Expenses Subtotal 1,445,588 1,401,454 1,679,628 1,815,890
TOTAL EXPENDITURES $12,502,450 $14,423,813 $14,982,168 $16,331,185
Full Time Positions 65.00 77.00 73.50 74.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
May 18, 2021 Item #8 Page 60 of 308
CY2016 CY2017 CY2018 CY2019 CY2020
Violent Crime Clearance Rate 55% 48% 46% 58% 61%
Property Crime Clearance Rate 15% 10% 11% 12% 11%
RECENT ACCOMPLISHMENTS
•Responded to 4,597 transient-related calls for service
•Recovered 132 stolen vehicles through the use of automated license plate readers
•Decreased Part I Crimes by 11% from 2019
GOALS | OBJECTIVES | PRIORITIES
•Reduce the homeless unsheltered population in line with City Council goals
May 18, 2021 Item #8 Page 61 of 308
PUBLIC SAFETY |
POLICE DEPARTMENT: PROFESSIONAL SERVICES
Account: 0012140 Fund: General
ABOUT
The Professional Services Division supports the Police Department in the form of training, internal
affairs, professional standards, and personnel recruitment and hiring.
SERVICES
• Recruit new employees, organize testing programs, and conduct Police Officer Standards
and Training and mandated pre-employment investigations
• Establish, maintain and enforce department professional standards and coordinate all
department training
• Investigate citizen complaints
• Provide information to the media to inform the public regarding crime activity in the city
• Help improve the quality of life for Carlsbad citizens through crime prevention awareness
and education, and help reduce the fear of crime through the dissemination of information
RECENT ACCOMPLISHMENTS
• Implemented new software through the LEFTA/Pass program to track Racial and Identity
Profiling Act data as well as Internal Affairs investigations and background checks
• Digitized all paper files within the Professional Standards Bureau
• Created a web-based system for documenting vehicle damages and pursuits
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $445,218 $503,843 $761,390 $605,257
Retirement Benefits 179,860 176,752 187,405 159,444
Health Insurance 37,586 40,062 82,746 67,863
Other Personnel Expenses 50,208 53,656 48,154 80,661
Personnel Services Subtotal 712,872 774,313 1,079,695 913,225
Operating Expenses
Professional & Contract Services 120,637 115,827 76,900 86,000
Supplies & Materials 507,345 95,531 73,918 73,918
Repair & Maintenance 0 6,701 5,725 5,725
Interdepartmental Charges 20,567 17,628 32,300 28,396
Other Operating Expenses 28,011 16,850 26,043 26,043
Capital Outlay 3,683 0 0 0
Operating Expenses Subtotal 680,243 252,537 214,886 220,082
TOTAL EXPENDITURES $1,393,115 $1,026,850 $1,294,581 $1,133,307
Full Time Positions 4.00 3.00 5.00 4.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
May 18, 2021 Item #8 Page 62 of 308
PUBLIC SAFETY |
POLICE DEPARTMENT: POLICE GRANTS AND ASSET FORFEITURE
Account: 121-122
123
124
Fund: Special Revenue-Asset Forfeiture
Special Revenue-COPS Fund
Special Revenue-Public Safety Grants
ABOUT
Police grants include federal and state asset forfeiture, the Citizens Option for Public Safety, the
Justice Assistance Grant, and the Urban Areas Security Initiatives Program.
SERVICES
•Grants are used to purchase police equipment, supplement staffing costs, and assist with
training
RECENT ACCOMPLISHMENTS
•Used the Citizens Option for Public Safety grant to fund one full-time sworn officer position
•Received $47,395 from the Coronavirus Emergency Supplemental Funding Program for fiscal
year 2020-21 which was used to pay for cleaning supplies, personal protective equipment,
and disinfecting services
GOALS | OBJECTIVES | PRIORITIES
•Continue to seek grant funding for necessary equipment
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $119,438 $190,599 $134,655 $135,345
Retirement Benefits 36,123 36,710 36,539 37,127
Health Insurance 7,004 7,180 10,747 12,597
Other Personnel Expenses 2,098 11,241 8,236 16,577
Personnel Services Subtotal 164,663 245,730 190,177 201,646
Operating Expenses
Professional & Contract Services 343 59,621 151,000 60,000
Supplies & Materials 100,818 194,521 170,000 115,000
Repair & Maintenance 25,600 31,500 45,000 45,000
Interdepartmental Charges 0 3,528 3,760 4,460
Other Operating Expenses 11,000 0 10,000 10,000
Capital Outlay 527,044 5,408 0 0
Operating Expenses Subtotal 664,805 294,578 379,760 234,460
TOTAL EXPENDITURES $829,468 $540,308 $569,937 $436,106
Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 63 of 308
PUBLIC WORKS
Public Works is responsible for planning, providing
and maintaining the infrastructure that supports a
high quality of life in the City of Carlsbad. From buildings and vehicles, to roads and habitat, to
safe, reliable water supplies and more —
Public Works oversees responsible and
sustainable management practices for a
wide variety of city assets.
This includes administration of the
Capital Improvement Program, a 15-year
plan that encompasses road and traffic
improvements; storm drain systems; major
facilities maintenance, repairs and renovation; water
and wastewater infrastructure; construction of civic
buildings and other infrastructure projects. Public Works
plays a key role in promoting environmental sustainability,
enhancing transportation options and protecting public health
and safety.
Paz Gomez
Deputy City Manager, Public Works
760-602-2751
paz.gomez@carlsbadca.gov
May 18, 2021 Item #8 Page 64 of 308
May 18, 2021 Item #8 Page 65 of 308
PUBLIC WORKS |
SUMMARY
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $12,663,723 $14,257,738 $15,543,730 $16,495,181
Retirement Benefits 4,404,267 3,306,444 3,555,930 3,692,533
Health Insurance 2,221,274 2,278,327 2,572,810 2,917,899
Other Personnel Expenses 683,625 702,888 493,643 696,638
Personnel Services Subtotal 19,972,889 20,545,397 22,166,113 23,802,251
Operating Expenses
Professional & Contract Services 20,236,195 16,420,987 20,129,180 21,181,101
Supplies & Materials 27,789,091 28,895,427 31,658,666 33,767,518
Repair & Maintenance 2,681,430 2,794,162 3,663,909 3,776,867
Interdepartmental Charges 7,228,979 7,955,125 8,183,631 9,537,443
Other Operating Expenses 17,160,311 18,567,319 14,739,243 13,384,410
Capital Outlay 2,388,158 3,796,078 3,834,298 4,547,168
Operating Expenses Subtotal 77,484,164 78,429,098 82,208,927 86,194,507
TOTAL EXPENDITURES $97,457,053 $98,974,495 $104,375,040 $109,996,758
General Fund $16,808,878 $18,592,467 $18,762,702 $21,175,903
Enterprise Fund 74,547,722 72,762,074 76,969,229 79,165,957
Internal Service Fund 4,911,327 6,514,004 7,075,602 8,062,406
Special Revenue Fund 1,189,126 1,105,950 1,567,507 1,592,492
TOTAL FUNDING $97,457,053 $98,974,495 $104,375,040 $109,996,758
Full Time Positions 166.75 172.75 172.75 177.75
Hourly/FTE Positions 15.50 15.00 15.00 13.69
May 18, 2021 Item #8 Page 66 of 308
PUBLIC WORKS |
ADMINISTRATION
Account: 0018310 Fund: General
ABOUT
Public Works Administration provides leadership and strategic vision for the entire Public Works
Branch, which is comprised of Construction Management & Inspection, Fleet & Facilities,
Environmental Management, Transportation and Utilities. It provides administrative support services
with a focus on strategic alignment to the Carlsbad Community Vision and City Council goals.
SERVICES
Functional areas include leadership and management support, operating budget oversight, CIP
oversight, business systems and technology support, outreach and community engagement, contract
administration, and records management.
RECENT ACCOMPLISHMENTS
•Transitioned to a new software provider for the Carlsbad Connects app, which replaced the
former @YourService app, an application in which the public and city departments can
submit requests for public works services
•Improved effectiveness and access to online analytics for departments to better manage
workload, assets and costs using the Tableau server, in partnership with Innovation &
Economic Development
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $756,799 $869,253 $900,061 $961,907
Retirement Benefits 270,303 192,616 204,459 212,352
Health Insurance 95,929 93,826 107,431 111,713
Other Personnel Expenses 47,042 40,863 27,042 35,412
Personnel Services Subtotal 1,170,073 1,196,558 1,238,993 1,321,384
Operating Expenses
Professional & Contract Services 66,240 224,989 243,078 243,078
Supplies & Materials 48,330 33,999 42,139 42,139
Repair & Maintenance 54,831 43,340 61,087 61,087
Interdepartmental Charges 229,557 234,074 177,901 250,925
Other Operating Expenses 52,531 35,653 23,000 23,000
Capital Outlay 5,283 0 0 0
Operating Expenses Subtotal 456,772 572,055 547,205 620,229
TOTAL EXPENDITURES $1,626,845 $1,768,613 $1,786,198 $1,941,613
Full Time Positions 7.65 7.60 7.85 7.85
Hourly/FTE Positions 1.00 1.00 1.00 1.50
May 18, 2021 Item #8 Page 67 of 308
•Developed and implemented a new system to track treatment control best management
practices inspections in compliance with stormwater regulations, in coordination with the
Information Technology Department
•Updated emergency procurement procedures and implemented new contract templates to
facilitate use of federal funding
•Provided administrative support for the Park Fire emergency remediation response
reporting to the County of San Diego and State of California Office of Emergency Services
•Managed communications and outreach activities in support of COVID-19 response as well
as several major CIP projects, such as the Village and Barrio Traffic Circles, citywide water
and recycled water valve replacement program, Recycled Water D-4 Reservoir, Maerkle
Reservoir floating cover replacement, and El Camino Real improvements
•Received three awards from the San Diego and Imperial Counties Chapter of the American
Public Works Association, for the State Street Drainage Project, Maerkle Reservoir Cover
Replacement and Park Fire Response Team
GOALS | OBJECTIVES | PRIORITIES
•Engage in the planning, design and implementation of an enterprise asset management
system
•Engage in the planning, design and implementation of a citywide portfolio project
management system, including CIP project management
•Continue to develop and operationalize formal consultant and contractor performance
evaluation processes
•Continue to update the city’s Engineering Manual and other relevant engineering standards
•Continue implementing a strategy to digitize all Public Works records per the city’s records
retention schedule
•Continue to develop and implement communications and outreach plans to support design
and construction of CIP projects
•Continue to focus on employee coaching, development and training for staff at all levels
throughout the department
May 18, 2021 Item #8 Page 68 of 308
PUBLIC WORKS |
CONSTRUCTION MANAGEMENT & INSPECTION
Account: 00185XX Fund: General
ABOUT
Construction Management & Inspection ensures safe construction of Capital Improvement Program
and private development projects in compliance with legal, regulatory and contractual requirements.
SERVICES
This department manages construction of CIP projects and public works contracts for all city asset
managing departments, inspection and oversight of private development grading, stormwater and
improvements inspection and oversight of all activity in the public right-of-way.
RECENT ACCOMPLISHMENTS
• Implemented COVID-19 safety measures to allow all inspectors and project managers to
operate remotely or semi-remotely while still providing a full range of essential construction
management and inspection services
• Developed and implemented a comprehensive inspection tracking and data management
system following treatment control best management practices
• Provided construction management services on several high-profile CIP projects including:
exterior improvements at City Hall; Palomar Airport Road widening at Paseo del Norte;
Highland Drive and Chinquapin Avenue sewer main replacement; and various traffic calming
projects
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $1,455,678 $1,616,877 $1,530,892 $1,540,617
Retirement Benefits 406,788 363,304 382,482 354,060
Health Insurance 198,362 206,541 233,217 253,932
Other Personnel Expenses 73,459 76,561 47,507 60,268
Personnel Services Subtotal 2,134,287 2,263,283 2,194,098 2,208,877
Operating Expenses
Professional & Contract Services 48,518 236,426 323,519 323,519
Supplies & Materials 22,219 21,498 51,732 51,732
Repair & Maintenance 3,447 1,713 6,314 6,314
Interdepartmental Charges 319,284 397,784 303,980 385,963
Other Operating Expenses 45,301 23,186 14,260 14,260
Capital Outlay 2,542 619 0 0
Operating Expenses Subtotal 441,311 681,226 699,805 781,788
TOTAL EXPENDITURES $2,575,598 $2,944,509 $2,893,903 $2,990,665
Full Time Positions 15.40 17.70 15.20 15.20
Hourly/FTE Positions 1.00 1.00 1.00 0.50
May 18, 2021 Item #8 Page 69 of 308
• Coordinated inspection services with the City of Vista for the Buena Sewer Outfall
Improvements Project
• Provided construction inspection services for private development projects such as the
Poinsettia 61 housing development, which included road gap closure of Poinsettia Lane, and
ensured safe work in the right-of-way for 5G communications infrastructure installation
throughout the city
• Maintained stormwater compliance through training, education, outreach and enforcement
actions resulting in zero construction-related notices of violation from the Regional Water
Quality Control Board to date
GOALS | OBJECTIVES | PRIORITIES
• Continue to provide construction management services for high-profile parks,
transportation, water, sewer and storm drain infrastructure projects
• Continue to partner with the City Attorney’s Office and contract administration and
engineering staff to comprehensively update the city’s standard public works contract and
engineering standards to align with the latest edition of the Standard Specifications for
Public Works Construction, the 2021 Greenbook
• Continue to partner with the City Attorney’s Office on development of a contractor
performance evaluation process to improve accountability during construction of a public
works project
• Complete an update of stormwater inspections and compliance procedures
• Continue to develop and implement a certified in-house Qualified Storm Water Pollution
Prevention Plan Developer and Practitioner Program for eligible city staff
• Continue to leverage project management tools and processes to improve efficiency and
effectiveness within the department
May 18, 2021 Item #8 Page 70 of 308
PUBLIC WORKS |
ENVIRONMENTAL MANAGEMENT
Account: 0015110
0015130
Fund: General
ABOUT
The General Fund portion of the Environmental Management Department budget includes the
Climate Action Plan Division, Habitat Management Plan Division, and coordination of the municipal
component of the National Pollutant Discharge Elimination System Municipal Stormwater Permit.
These programs integrate components of the Environmental and Sustainability Guiding Principles and
support the Carlsbad Community Vision areas of open space and the natural environment,
sustainability and access to recreation and active, healthy lifestyles.
The Climate Action Plan was approved by the City Council in September 2015 with approval of the
General Plan update and amended in May 2020 to include Community Choice Energy. It contains
various measures that are intended to reduce greenhouse gas emissions within Carlsbad in
accordance with California emissions reduction targets. Each measure has specific actions the city
needs to complete, such as implementing ordinances, preparing and implementing plans, and
conducting public outreach and stakeholder involvement.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $244,533 $291,260 $316,820 $305,009
Retirement Benefits 72,185 68,038 69,813 68,734
Health Insurance 32,642 31,793 35,491 38,654
Other Personnel Expenses 9,130 10,134 9,580 11,954
Personnel Services Subtotal 358,490 401,225 431,704 424,351
Operating Expenses
Professional & Contract Services 264,365 292,711 306,950 751,738
Supplies & Materials 4,756 11,832 5,617 11,807
Repair & Maintenance 20 22 50 50
Interdepartmental Charges 33,134 41,114 58,222 87,011
Other Operating Expenses 8,946 11,948 6,403 7,268
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 311,221 357,627 377,242 857,874
TOTAL EXPENDITURES $669,711 $758,852 $808,946 $1,282,225
Full Time Positions 2.55 2.55 2.65 2.65
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 18, 2021 Item #8 Page 71 of 308
The final Habitat Management Plan was adopted in November 2004. By providing a regulatory
structure that addresses environmental impacts and guidelines pertaining to long-term habitat
management, the plan protects the city’s natural resources while allowing compatible economic
growth through establishment of a citywide preserve system.
The municipal component of the stormwater permit requires the city to inventory municipal facilities,
implement best management practices, conduct inspections of municipal facilities, provide outreach
and training to city staff, and report on these activities in an annual report submitted to the San
Diego Regional Water Quality Control Board.
SERVICES
Climate Action Plan
• Coordinate and oversee CAP implementation through an interdepartmental matrix team
• Collect CAP implementation monitoring data and prepare an annual report
• Coordinate preparation of a community-wide greenhouse gas inventory and forecast on a
biennial basis
• Perform outreach and education related to CAP activities and respond to public inquiries
• Oversee and coordinate implementation of the Home Energy Score Assessment program
and Carlsbad Green Business Network
• Participate in regional groups such as SANDAG Regional Energy Working Group, San Diego
Regional Climate Collaborative, Climate Science Alliance and North Coast Energy Action
Collaborative
• Research and monitor upcoming regulations and activities related to energy initiatives
• Monitor regional climate change preparedness activities
• Coordinate and provide training opportunities
Habitat Management Plan
• Provide leadership and citywide coordination to ensure compliance with Habitat
Management Plan regulations
• Coordinate with the Planning Division on private development projects
• Coordinate with various city departments on CIP projects
• Serve as liaison between city staff and regulatory agencies
• Oversee preserve managers to ensure Habitat Management Plan-compliant biological
management, monitoring and reporting
• Protect threatened and endangered species, such as the coastal California gnatcatcher, Least
Bell’s vireo and vernal pool species, by providing targeted monitoring and management
• Evaluate and enhance wildlife movement throughout the Habitat Management Plan’s
preserve system and coordinate with partners to enhance regional wildlife movement
• Implement educational outreach and a volunteer program to engage the community and
promote an understanding of habitat conservation and land stewardship
• Lead the city’s Ward’s weed eradication, surveillance and habitat restoration program
• Participate regionally in SANDAG’s Environmental Mitigation Program Working Group and
San Diego Management and Monitoring Program
Municipal Storm Water Permit
• Support compliance activities related to municipal facilities including inventory, contract
administration for inspections, training, stormwater pollution prevention plans
May 18, 2021 Item #8 Page 72 of 308
Sustainability Initiatives
•Assist the city in implementing the Sustainability Guiding Principles as resources allow, such
as working with the Chamber of Commerce and Cleantech San Diego
•Coordinate and participate in climate adaptation projects, such as the Batiquitos Lagoon
Resiliency Plan and Safety and Service Center Microgrid Feasibility Study, to support
sustainability of natural and community resources
RECENT ACCOMPLISHMENTS
•Completed Phase 1 of the city’s Ward’s weed eradication program and initiated Phase 2,
which includes surveillance and maintenance
•Fulfilled the HMP Gnatcatcher Core Area credit requirement with the purchase of the
remaining 12.9 acres
•Purchased 15.1-acre Aura Circle property for inclusion into the HMP preserve system
•Served on the Technical Advisory Group for the Connecting Wildlands and Communities
Project and Environmental Mitigation Program Working Group for SANDAG
•Conducted required stormwater inspections at municipal facilities
•Trained staff from various departments and divisions related to the Municipal Stormwater
Permit
•Facilitated data collection from city departments to complete the Jurisdictional Runoff
Management Plan Annual Report
•Launched the State Coastal Conservancy Climate Ready Grant South Carlsbad Boulevard
Climate Adaptation Project
•Presented about CAP implementation at various public meetings including Local
Government Sustainable Energy Coalition’s statewide forum, Statewide Energy Efficiency
Collaboration Forum, and Association of Environmental Professionals Statewide conference
•Registered seven businesses in the Carlsbad Green Business Network
•Joined the California Green Business Network Board of Directors
•Continued coordinating the CAP interdepartmental implementation team and provided
assistance for their respective CAP implementation responsibilities
•Partnered with Carlsbad Chamber of Commerce Green Business Committee to encourage
sustainability initiatives in local businesses
GOALS | OBJECTIVES | PRIORITIES
•Implement inspection program to identify potential threats to native species and habitats
•Coordinate with local and regional stakeholders to monitor, manage and conduct outreach
for shot hole borer and Ward’s weed, which are the highest priority threats to the HMP
preserve system
•Expand volunteer program to protect high priority species and habitats in unmanaged
preserve areas
•Continue implementing wildlife movement program to evaluate and enhance wildlife
movement throughout the city
•Participate in regional collaborations, such as the San Diego Management and Monitoring
Program, Connecting Wildlands and Communities, and SANDAG’s Environmental Mitigation
Program
May 18, 2021 Item #8 Page 73 of 308
•Maintain collaborative relationships with the U.S. Fish and Wildlife Service, California
Department of Fish and Wildlife and California Coastal Commission staff to ensure solutions-
oriented Habitat Management Plan implementation
•Work with city staff to ensure that projects are implemented in a manner consistent with
the Habitat Management Plan
•Improve implementation of municipal stormwater activities citywide with assistance from
Municipal Stormwater Permit contractor
•Work with municipal facility inspection contractor to complete all required inspections
•Initiate a comprehensive CAP update
•Assist the Planning Division with incorporation of climate adaptation strategies in the
General Plan Safety Element update
•Work with city staff and Scripps Institute of Oceanography to implement the State Coastal
Conservancy grant-funded South Carlsbad Boulevard Climate Adaptation Project
•Coordinate with Public Works Branch – Fleet & Facilities Department to pursue outside grant
funding for employee and public electric vehicle charging stations at city facilities
•Maintain participation in San Diego Regional Climate Collaborative by serving as an Advisory
Board member
•Maintain state level awareness and presence by serving on the Alliance of Regional
Collaboratives for Climate Adaptation Executive Committee and the California Green
Business Network Board of Directors
•Continue to research grant funding opportunities
May 18, 2021 Item #8 Page 74 of 308
PUBLIC WORKS |
ENVIRONMENTAL MANAGEMENT: SUSTAINABLE MATERIALS
Account: 520XXXX Fund: Enterprise
ABOUT
This budget includes oversight and coordination of the city’s Sustainable Materials Management
Division. Consistent with the General Plan, this division coordinates the citywide waste reduction and
recycling program to maintain compliance with the numerous state regulations related to diversion
and disposal of solid waste.
The Sustainable Materials Management Division staff oversee the franchise agreement for waste
hauling and recycling services, Palomar Transfer Station agreement for disposal services, composting
service contract, various waste reduction and diversion outreach and education contracts, and
household hazardous waste service contracts.
SERVICES
• Represent the city at meetings with the State of California's Department of Resources
Recycling and Recovery, businesses, residents, regional partners and other stakeholders
• Work with city staff to improve the city’s municipal waste reduction, recycling and waste
diversion program
• Prepare state and county grant applications with the City Council’s approval, appropriate
funds, implement grant activities, track expenses and submit reports
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $157,809 $228,125 $267,013 $277,837
Retirement Benefits 42,696 46,319 65,346 61,719
Health Insurance 20,708 27,028 37,228 40,560
Other Personnel Expenses 6,277 7,919 8,553 11,340
Personnel Services Subtotal 227,490 309,391 378,140 391,456
Operating Expenses
Professional & Contract Services 548,861 520,799 834,447 834,447
Supplies & Materials 60,266 152,884 34,472 35,013
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 108,575 115,212 136,411 217,584
Other Operating Expenses 18,533 -11,409 3,433 3,833
Capital Outlay 32,050 0 0 0
Operating Expenses Subtotal 768,285 777,486 1,008,763 1,090,877
TOTAL EXPENDITURES $995,775 $1,086,877 $1,386,903 $1,482,333
Full Time Positions 1.80 2.80 2.80 2.80
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 18, 2021 Item #8 Page 75 of 308
• Coordinate outreach and education targeted at increasing recycling for residents,
businesses, municipal employees and the public
• Coordinate annual Earth Month and Earth Day celebration events promoting waste diversion
and recycling, including Household Hazardous Waste, composting, and beach cleanup
• Conduct annual rate analysis to determine cost-effective practices
• Prepare and submit required annual recycling, composting, and disposal reports to
CalRecycle as required by SB 1016
• Participate in regional activities with SANDAG Solid Waste Technical Advisory Committee
• Research and actively promote innovative methods to engage businesses and residents to
decrease waste and increase recycling
RECENT ACCOMPLISHMENTS
• Initiated development of a Sustainable Materials Management Implementation Plan
• Worked collaboratively with the Carlsbad Unified School District to assess and improve
waste diversion and recycling practices at all elementary schools
• Developed effective contract management monitoring measures with new contractors,
ensuring accountability and best value for contracted services
• Held the 14th annual grant-funded household hazardous waste event to encourage
residents to properly dispose of hazardous waste
• Participated in food recovery and organics recycling conferences to learn about best
practices for successful program implementation
• Increased outreach and education by developing a multi-family guide, commercial organic
and recycling brochures, and other outreach materials, including social media
• Reviewed special event applications for compliance with recycling and trash best practices
GOALS | OBJECTIVES | PRIORITIES
• Adopt a Sustainable Materials Management Implementation Plan that engages all city
departments in waste reduction and recycling best practices
• Review, prioritize and implement improvements needed based on feedback from CalRecycle
in the mandatory commercial recycling and construction/demolition recycling programs
• Plan, prepare and arrange for a seamless transition to a new franchise hauler for solid waste
collection, disposal and recycling processing, which will become effective on July 1, 2022
• Provide outreach and implement a new solid waste collection program for food waste for
residential and commercial customers
• Monitor newly negotiated waste diversion and recycling programs at Palomar Transfer
Station targeting self-haulers
• Increase waste diversion in the commercial sector by implementing outreach to targeted
high trash generating businesses with low diversion rates
• Work with the Building Division, Palomar Transfer Station and Waste Management to
increase outreach to construction companies to improve diversion levels of construction and
demolition material
• Continue tracking disposal rate (pounds per person per day) to verify accuracy and/or
adjustments needed
May 18, 2021 Item #8 Page 76 of 308
PUBLIC WORKS |
ENVIRONMENTAL MANAGEMENT: WATERSHED PROTECTION
Account: 5215110 Fund: Enterprise
ABOUT
This budget includes leadership and stewardship of the city’s resources, specifically protecting our
creeks, lagoons and ocean. The Environmental Management Department, Watershed Protection
Division coordinates the citywide watershed protection program and helps the city maintain
compliance with the National Pollutant Discharge Elimination System Municipal Stormwater Permit
issued by the San Diego Regional Water Quality Control Board Regional Board.
SERVICES
•Participate with neighboring cities in the Carlsbad Watershed as the Principal Co-permittee,
serving as a liaison with the Regional Board, ensuring submittal of annual reports and
participating in the San Diego County Co-permittees Regional Program Planning Committee
•Represent the city at meetings with the EPA, Regional Board, San Diego County Co-
permittees, Carlsbad Watershed, environmental nonprofit groups and other stakeholders
•Implement a monitoring program to evaluate Municipal Separate Storm Sewer System or
MS4 discharges, including receiving water monitoring, MS4 outfall discharge monitoring,
sediment quality monitoring and various special studies
•Implement a public outreach program to promote behavior changes that reduce the
discharge of pollutants into the MS4 and protect water quality in our receiving waters
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $406,309 $531,641 $550,304 $564,090
Retirement Benefits 117,475 113,251 121,134 131,943
Health Insurance 73,406 88,546 93,689 103,757
Other Personnel Expenses 18,544 20,444 17,956 23,627
Personnel Services Subtotal 615,734 753,882 783,083 823,417
Operating Expenses
Professional & Contract Services 274,649 496,406 509,514 593,094
Supplies & Materials 4,337 4,821 20,041 18,841
Repair & Maintenance 263 10 530 530
Interdepartmental Charges 320,727 342,693 358,758 405,904
Other Operating Expenses 14,229 13,125 8,820 10,020
Capital Outlay 5,085 0 0 0
Operating Expenses Subtotal 619,290 857,055 897,663 1,028,389
TOTAL EXPENDITURES $1,235,024 $1,610,937 $1,680,746 $1,851,806
Full Time Positions 5.25 5.70 6.50 6.50
Hourly/FTE Positions 0.50 0.50 0.50 0.50
May 18, 2021 Item #8 Page 77 of 308
• Assess businesses to ensure the use of proper best management practices and pollution
prevention activities, prevent discharges into the MS4, and protect receiving waters; this
may require follow-up visits, targeted education or enforcement
• Conduct Illicit discharge detection and elimination into the MS4 as required by the Municipal
Stormwater Permit, including responding to and investigating potential illicit discharges in
the city, performing field screening at major outfalls, and managing a public hotline
• Compile the annual Jurisdictional Runoff Management Program report and prepare new
program documents at the beginning of each Municipal Stormwater Permit cycle
• Management & Inspection, Transportation, Fleet & Facilities and Utilities Departments.
• Conduct Total Maximum Daily Load regulation management to assess Section 303(d)
impaired water bodies for availability and accuracy of water quality data
• Act as the lead division for planning and implementation of the statewide trash amendments
and incorporate them into the next Municipal Stormwater Permit
RECENT ACCOMPLISHMENTS
• Worked inter-departmentally to implement the Municipal Stormwater Permit
• Managed the contract for a watershed coordinator to assist the watershed agencies with
updating and implementing the Water Quality Improvement Plan and report to optimize the
watershed’s compliance with the Municipal Stormwater Permit
• Submitted the Carlsbad Watershed Management Area Water Quality Improvement Plan and
the Jurisdictional Urban Runoff Management Plan Annual Reports to the Regional Board
• Worked inter-departmentally to coordinate on Trash Amendments implementation
• Continued San Marcos Hydrologic Area participation in the Beaches and Creeks Bacteria
Total Maximum Daily Load
• Revised divisional plans to better define and monitor program performance and costs
• Worked inter-departmentally to update the Jurisdictional Runoff Management Program to
direct implementation of strategies developed in the Water Quality Improvement Plan
• Participated virtually in Creek to Bay Cleanup, Coastal Cleanup Day and other outreach and
education activities within the City of Carlsbad and regionally
• Continued a Litter Removal Pilot study to assess the litter accumulation rates in various
areas to help inform future enhancements to the litter removal programs
GOALS | OBJECTIVES | PRIORITIES
• Support residents’ quality of life by responsibly managing environmental resources
• Implement all required strategies and numeric goals of the Water Quality Improvement Plan
• Incorporate innovative methods to implement the city’s Jurisdictional Runoff Management
Program in conjunction with the Carlsbad Watershed Water Quality Improvement Plan and
submit required reports to the Regional Board
• Plan for implementation of the revised Municipal Stormwater Permit which will include new
requirements to control trash
• Conduct all existing development inspections and water quality monitoring required by the
Municipal Stormwater Permit
• Continue to improve business processes within the EnerGov system and create streamlined
reporting tools to allow more efficient access to data
• In coordination with the City of Vista and the County of San Diego, implement additional
water quality monitoring of the Agua Hedionda Lagoon, as required by the Regional Board
May 18, 2021 Item #8 Page 78 of 308
PUBLIC WORKS |
FACILITIES
Account: 0015310
0015320
3155110
Fund: General
General
Special Revenue-Parking in Lieu
ABOUT
The Facilities Division provides safe and comfortable working spaces at city facilities and maintains
quality indoor public spaces. This division oversees design and construction management of new city
facilities and operates the Safety Training Center for public safety organizations across the region.
SERVICES
•Maintenance of city-owned facilities including building exteriors, interiors, cleaning and
custodial services, as well as set-up of offices and meeting rooms
•Building improvements, renovations, repairs and relocations
•Operation and leasing of the Safety Training Center for public safety personnel training
including the Carlsbad Police and Fire departments
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $1,476,900 $1,675,451 $1,957,261 $2,000,062
Retirement Benefits 350,449 347,710 379,577 410,206
Health Insurance 212,338 271,227 327,501 416,216
Other Personnel Expenses 73,822 81,643 63,014 88,341
Personnel Services Subtotal 2,113,509 2,376,031 2,727,353 2,914,825
Operating Expenses
Professional & Contract Services 1,017,489 1,159,427 887,115 887,115
Supplies & Materials 580,957 660,540 692,340 689,973
Repair & Maintenance 617,759 606,276 841,467 1,117,575
Interdepartmental Charges 286,423 331,450 391,341 600,750
Other Operating Expenses 358,207 356,117 373,067 394,561
Capital Outlay 130,723 94,949 0 1,135
Operating Expenses Subtotal 2,991,558 3,208,759 3,185,330 3,691,109
TOTAL EXPENDITURES $5,105,067 $5,584,790 $5,912,683 $6,605,934
General Fund $5,058,965 $5,537,243 $5,862,683 $6,555,934
Special Revenue Fund 46,102 47,547 50,000 50,000
Total Funding $5,105,067 $5,584,790 $5,912,683 $6,605,934
Full Time Positions 19.85 20.45 21.65 24.85
Hourly/FTE Positions 9.00 8.50 8.50 6.75
May 18, 2021 Item #8 Page 79 of 308
RECENT ACCOMPLISHMENTS
Facilities
• Significantly increased cleaning and disinfecting protocols in city facilities due to the COVID-
19 pandemic
• Completed the New Village Arts roof and siding replacement CIP project
• Completed 1,263 work orders
• Remodeled and reconfigured Information Technology and Human Resources departments’
workstations and created several offices
• Completed the Carlsbad City Library parking lot reconfiguration CIP project
• Awarded a contract and began construction of the Fire Station 2 replacement project
• Submitted a conditional use permit application for the Fire Station 4 expansion project
• Replaced parking lot lighting fixtures to energy efficient LED fixtures at the Faraday Center
and the Carlsbad Water Recycling Facility
Safety Training Center
• Provided facilities and support for 129 Fire Department training days and 85 Police
Department training days
• Supported 117 training days for 27 outside agency leases
• Negotiated three new lease agreements with outside law enforcement agencies
• Procured a weatherproof modular wall system to allow staff the ability to change existing
floor plans inside existing training buildings
• Recycled 1,291 lbs. of brass and 8,775 lbs. of lead and copper from indoor shooting range
activities
• Upgraded wastewater filtration system enhancing filtration of water recovered from indoor
shooting range maintenance
GOALS | OBJECTIVES | PRIORITIES
Facilities
• Continue the city facility and parking lot light pole and fixture replacement project
• Enhance custodial services citywide
• Continue implementation of accessibility upgrades at public city facilities
• Continue development of a Facility Asset Management System
• Obtain a conditional use permit for the Orion Center Project and solicit for design-build
services
• Commence construction of the Police and Fire headquarters renovation project
• Complete the Carlsbad City Library fire alarm system replacement project
• Develop plans and specifications for the Calavera Hills Community Park and Carlsbad Senior
Center roof replacement projects
Safety Training Center
• Initiate various refurbishment and repair projects resulting from a recent construction
litigation settlement
• Continue providing high-quality training facilities and equipment to enhance public safety
operations
May 18, 2021 Item #8 Page 80 of 308
PUBLIC WORKS |
FLEET MAINTENANCE& REPLACEMENT
Account: 6205460
6215461
Fund: Vehicle Maintenance Fund
Vehicle Replacement Fund
ABOUT
The city’s fleet consists of 450 vehicles and equipment necessary to complete the city’s mission of
delivering quality and efficient services. The fleet maintenance and replacement programs enable
departments to achieve their operational missions in a safe and efficient manner.
The fleet maintenance program funds labor, parts, services, fuel and oil necessary to maintain the
city’s fleet of vehicles and equipment. The internal service fund charges to departments are
determined based on vehicle type and utilization.
The fleet vehicle replacement program is funded through a replacement charge for each vehicle or
equipment in service, determined by actual costs of vehicle procurement divided by the expected life
of the vehicle. This program funds asset replacement and vehicle outfitting. Cost-effective vehicle
procurement is achieved through cooperative purchasing agreements and bidding processes.
Revenue is collected from the sale of retired city fleet assets at auction.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $571,260 $666,389 $833,217 $850,392
Retirement Benefits 162,015 146,326 187,684 189,178
Health Insurance 100,159 106,408 164,997 189,774
Other Personnel Expenses 30,721 30,351 27,133 35,607
Personnel Services Subtotal 864,155 949,474 1,213,031 1,264,951
Operating Expenses
Professional & Contract Services 44,969 54,364 39,343 39,343
Supplies & Materials 1,414,315 1,378,856 1,486,033 1,574,293
Repair & Maintenance 376,150 381,804 384,094 384,094
Interdepartmental Charges 118,801 124,639 164,750 244,639
Other Operating Expenses 25,903 30,124 9,053 9,053
Capital Outlay 2,067,034 3,594,743 3,779,298 4,546,033
Operating Expenses Subtotal 4,047,172 5,564,530 5,862,571 6,797,455
TOTAL EXPENDITURES $4,911,327 $6,514,004 $7,075,602 $8,062,406
Full Time Positions 8.50 9.70 10.25 10.25
Hourly/FTE Positions 1.00 1.00 1.00 1.00
May 18, 2021 Item #8 Page 81 of 308
SERVICES
•Provide safe and appropriately-maintained vehicles for use by city staff
•Inspect vehicles per requirements of the biannual inspection of terminals and smog
programs
•Perform timely repairs to city vehicles and maintain 24/7 road call services for emergency
vehicles
•Comply with relevant regulations
•Provide reliable, cost-effective fuel management by maintaining sufficient fuel supplies for
emergencies and monitoring fuel tanks in accordance with state and county regulations
•Maintain records related to fleet asset inventory and work order history through
management of the AssetWorks fleet maintenance database
•Evaluate the city fleet on an annual basis to identify units eligible for replacement in
accordance with Administrative Order No. 3 and calculate estimated acquisition costs
•Manage the fleet replacement committee, made up of city staff from various departments,
to make recommendations for unit replacement, retention or disposal
•Establish the replacement charge for each vehicle or piece of equipment in service and
charge departments monthly
•Advise on development of specifications for purchase of replacement units that satisfy client
department performance requirements while optimizing life cycle return on investment in
alignment with the Climate Action Plan
•In partnership with the Finance Department, purchase replacement units through the public
bidding process or through cooperative purchasing programs
•Arrange for public auction of replaced units, or sale to interested public agencies or special
districts
RECENT ACCOMPLISHMENTS
•Completed 439 periodic maintenance work orders and 848 repair work orders during the
period of July 2020 through March 2021
•Hired equipment technicians and equipment services workers in support of ongoing
maintenance operations
•Activated 35 new vehicles and pieces of equipment, including 13 hybrid police patrol
vehicles and one plug-in hybrid-electric vehicle
•Completed a draft update of Administrative Order No. 3
GOALS | OBJECTIVES | PRIORITIES
•Annually assess vehicles for conversion to alternative fuel options in support of the Climate
Action Plan goal to increase the proportion of fleet low and zero-emissions vehicle miles
traveled to 25% of all city-related vehicle miles traveled by 2035
•Procure and install vehicle telematics systems to review vehicle use and analyze suitability
for conversion to alternative fuel
•Develop a fleet assets master plan for more efficient management of fleet resources
•Assess and improve fleet database and data management systems and techniques
May 18, 2021 Item #8 Page 82 of 308
PUBLIC WORKS |
TRANSPORTATION
Account: 0016310
0018410
00186xx
00187xx
1626357
163
164
5216310
Fund: General
General
General
General
Special Revenue- Street Light Maintenance
Special Revenue-Buena Vista Channel
Special Revenue-LLD #2
Enterprise-Storm Drain Maintenance
ABOUT
The Transportation Department cares for road infrastructure and projects, keeps people and traffic
moving, maintains streets and storm drains, maintains street lighting, and provides incident response
for city and private property. It is responsible for enhancing mobility and safety citywide through
ongoing transportation planning, streets and traffic engineering, drainage engineering, streets
maintenance, street lighting, storm drain maintenance, and signal operations activities. The
department also provides maintenance and posting of street signs, street legends, striping, graffiti
and trash removal, street sweeping and pothole and sidewalk repairs. Other services include the
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $3,049,533 $3,342,066 $3,765,289 $3,862,555
Retirement Benefits 929,744 844,103 896,483 912,785
Health Insurance 509,880 552,389 671,807 721,562
Other Personnel Expenses 183,167 190,282 121,608 158,902
Personnel Services Subtotal 4,672,324 4,928,840 5,455,187 5,655,804
Operating Expenses
Professional & Contract Services 1,295,410 1,192,636 1,030,514 1,414,487
Supplies & Materials 313,188 310,005 498,192 493,520
Repair & Maintenance 1,314,331 1,523,237 1,467,574 1,461,074
Interdepartmental Charges 1,593,901 1,809,816 1,737,239 2,078,913
Other Operating Expenses 541,537 601,699 695,075 693,495
Capital Outlay 14,482 20,431 0 0
Operating Expenses Subtotal 5,072,849 5,457,824 5,428,594 6,141,489
TOTAL EXPENDITURES $9,745,173 $10,386,664 $10,883,781 $11,797,293
General Fund $6,877,759 $7,583,250 $7,410,972 $8,405,466
Enterprise Fund 1,724,390 1,745,011 1,955,302 1,849,335
Special Revenue Fund 1,143,024 1,058,403 1,517,507 1,542,492
TOTAL FUNDING $9,745,173 10,386,664$ 10,883,781$ 11,797,293$
Full Time Positions 44.00 44.15 43.90 43.70
Hourly/FTE Positions 1.50 1.50 1.50 1.94
May 18, 2021 Item #8 Page 83 of 308
maintenance of decorative lighting and oversight of the Buena Vista Creek Channel Maintenance
Assessment District and Lighting and Landscape District No. 2.
SERVICES
• Conduct traffic and mobility planning, oversee engineering and signals operations, and serve
as liaison with the Traffic and Mobility Commission
• Perform roadside maintenance of more than 900 lane miles, including street signs, street
legends, striping, graffiti and trash removal, street sweeping, pothole and sidewalk repairs,
and inspection and maintenance of the storm drain system
• Maintain and repair streetlamps and decorative lighting
• Develop plans, specifications and estimates, and provide project or design management of
projects involving street and storm drain assets
• Oversee asset management of transportation, drainage and other city infrastructure
• Ensure adequate funds are collected to administer and maintain the Buena Vista Creek
Channel from Jefferson Street easterly to South Vista Way bridge
• Manage Lighting and Landscape District No. 2, the maintenance and assessment district that
funds the costs of streetlights, street trees and medians within the district boundaries
covering newer developments in the city
RECENT ACCOMPLISHMENTS
Traffic Division
• Provided a staff liaison and other supporting staff to the Traffic and Mobility Commission
• Initiated the update of the city’s Transportation Impact Analysis Guidelines
• Received Highway Safety Improvement Program grant funding for enhancement of existing
uncontrolled crosswalks on six street segments along the coast
• Completed construction of traffic calming improvements for six street segments
• Completed rectangular rapid flashing beacon enhancement on a segment of Grand Avenue
• Obtained City Council’s approval on the National U.S. Bicycle Route 95 designation on
Carlsbad Boulevard to promote bicycle use and tourism in Carlsbad
• Initiated effort to prepare a grant-funded Local Roadway Safety Plan for a citywide study of
traffic collisions to address traffic safety needs of all roadway users in Carlsbad
Mobility Division
• Adopted the Sustainable Mobility Plan with the Traffic and Mobility Commission
• Implemented the Transportation Demand Management framework plans and best practices
• Initiated update of the city’s multimodal level of service methodology
• Prepared the Growth Management Plan annual monitoring report for the circulation section
• Managed the Carlsbad Connector on-demand shuttle service pilot program and partnered
with SANDAG and North County Transit District to temporarily suspend services due to
COVID-19
Streets and Storm Drain Maintenance Division
• Completed 299 street sign related work orders and installed 210 signs that were knocked
down in vehicle incidents or missing
• Completed nearly 100 street paint work orders with over 9,200 units completed
• Inspected 100% of high-priority storm drain inlets, removing over 10 tons of sediment and
debris
• Completed 1,800 lane miles of street sweeping monthly, removing over 675 tons of debris
May 18, 2021 Item #8 Page 84 of 308
• Completed 1,550 streetlight and electrical maintenance service requests
• Completed 90 storm drain maintenance requests and 43 storm drain emergency responses
• Replaced 204 work orders including 20,817 square feet of sidewalk and asphalt
• Completed installation of over 135 streetlight fixtures which are light-emitting diode, or LED,
in response to burnouts, and completed 118 streetlight repairs
Transportation and Storm Drain Engineering, Asset Management Division
• Completed construction and performed maintenance on eight projects including Merwin
Drive outfall modification, storm drain replacement and repair program with cured in place
pipe lining of 840 linear feet of corrugated metal pipelines in various locations
• Completed quarterly vegetation maintenance of the Lake Calavera Dam
• Completed vegetation maintenance and monitoring of the 2018 Kelly Channel emergency
repair projects
• Completed 13 engineering designs and other initiatives including engineering design of the
Surface Drainage Improvements Project and Fire Stations 1 and 5 Drainage Improvement
projects
• Completed the FY 2020-21 Concrete Repair Project, Americans with Disabilities Act
Improvement, Citywide Pavement Condition Assessment and others
• Completed design of three intersections along El Camino Real and the Barrio Lighting Phase I
and II Projects
• Managed associated asset inventory data
• Produced a variety of atlas books, mapping products and data analysis
• Continued to align technician workforce with other departments
• Managed preparation and update of the annual Capital Improvement Program
• Prepared and processed annual reports to transportation agencies
Buena Vista Creek Channel Maintenance
• Completed engineering design of the Buena Vista Creek Concrete Channel Maintenance
• Completed annual vegetation removal as part of the Buena Vista Creek Channel
Maintenance Assessment District
• Completed engineering design of the Carlsbad State Beach Energy Dissipater Project and
awarded construction contract
• Worked with the Police Department Homeless Outreach Team
GOALS | OBJECTIVES | PRIORITIES
Traffic Division
• Update the city’s Engineering Standards in accordance with the General Plan’s Mobility
Element
• Continue implementation and development of the Coordinated Traffic Signal Program
• Continue implementation of traffic calming improvements on residential streets
• Incorporate technology-based solutions to traffic flow and safety
Mobility Division
• Implement the new Growth Management Plan Monitoring Program
• Update the Transportation Impact Analysis Guidelines and the city’s multimodal level of
service
• Address the Traffic Impact Fee guidelines and implement solutions
• Continue to develop Transportation Demand Management program and create
communitywide awareness
May 18, 2021 Item #8 Page 85 of 308
•Initiate planning work on development of the Coastal Rail Trail segment on Avenida Encinas
between Carlsbad Boulevard and Palomar Airport Road
Streets and Storm Drain Maintenance Division
•Continue to implement best practices
•Develop plans and specifications, bid and complete installation of phase two of the citywide
streetlight replacement program
•Develop plans and specifications for citywide regulatory and warning sign replacement
•Continue to safely maintain all levels of service during the COVID-19 pandemic and recovery
period
Transportation and Drainage Engineering, Asset Management Division
•Address engineering design elements on approximately 14 projects including Park Drive
Street and Drainage Improvement Project, corrugated metal pipelines replacement, projects
along Palomar Airport Road and others
•Complete environmental permitting on the Carlsbad State Beach Energy Dissipator Project
•Complete update of the Drainage Master Plan
•Complete construction of approximately five projects including the Citywide Drainage
Improvement Program, Fire Stations 1 and 5 Drainage Improvements projects, and others
•Inspect 32,000 linear feet of storm drain pipeline with closed-circuit television technologies
•Add identified structurally deficient pipe segments to the Citywide Drainage Rehabilitation
and Repair Program
•Complete citywide pavement condition assessment
•Continue work that supports formation of financing districts as needed to facilitate
construction of public infrastructure throughout the city
•Continue creating, updating and refining the inventory of the city’s infrastructure assets and
implementation of the data reviewer tool in concert with creation of the inventory
•Continue preparing and mapping products and analyses of public works asset inventory data
•Continue facilitating the use of asset inventory data with business systems and GIS staff
•Continue storm drain CCTV inspections and initiate maintenance measures in response to
identified deficiencies
Buena Vista Creek Channel Maintenance
•Continue environmental permitting and monitoring
•Continue coordination with the Police Department Homeless Outreach Team
•Clear vegetation from three drainage outfalls entering the channel from Oceanside
•Continue plant and trash removal for flood capacity purposes
May 18, 2021 Item #8 Page 86 of 308
PUBLIC WORKS |
UTILITIES: POTABLE WATER OPERATIONS
Account: 5016310 Fund: Enterprise
ABOUT
To ensure that drinking water is available on demand and customers can rely on receiving safe, high
quality water that meets all regulatory health standards, the Carlsbad Municipal Water District staff
provides ongoing maintenance and repair of the following: nine storage reservoirs or tanks, 455 miles
of pipeline, 17 pressure zones, 74 pressure regulating stations, three pumping stations, 14,369 valves,
4,441 fire hydrants and 30,320 potable meters. CMWD purchases potable water from its wholesale
water provider, the San Diego County Water Authority.
SERVICES
•Operation of infrastructure, including reservoirs, pressure regulating stations, pump stations,
transmission and distribution pipelines, valves, meters, and other apparatus
•Delivery of safe drinking water and fire flow demand
•Meeting the many health, safety and environmental regulations of water operation
•Compliance with State and Federal drinking water standards for sampling and reporting
•Tank cleaning and required maintenance on potable reservoirs
•Water conservation education and outreach and leak detection studies, conservation rebate
programs, and compliance with conservation laws
•Participation and coordination with other water agencies and the San Diego County Water
Authority
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $2,269,516 $2,459,473 $2,536,130 $2,906,467
Retirement Benefits 998,851 569,526 586,725 635,085
Health Insurance 602,867 515,622 419,940 508,263
Other Personnel Expenses 118,918 118,885 80,675 128,488
Personnel Services Subtotal 3,990,152 3,663,506 3,623,470 4,178,303
Operating Expenses
Professional & Contract Services 7,162,939 7,345,483 8,659,800 8,534,600
Supplies & Materials 23,564,467 23,299,719 26,133,700 27,412,700
Repair & Maintenance 242,174 185,173 538,050 452,050
Interdepartmental Charges 2,453,099 2,663,442 2,744,695 2,969,197
Other Operating Expenses 5,222,567 8,581,187 4,407,150 4,274,370
Capital Outlay 79,968 20,567 20,000 0
Operating Expenses Subtotal 38,725,214 42,095,571 42,503,395 43,642,917
TOTAL EXPENDITURES $42,715,366 $45,759,077 $46,126,865 $47,821,220
Full Time Positions 29.80 30.30 29.50 30.55
Hourly/FTE Positions 0.50 0.50 0.45 0.20
May 18, 2021 Item #8 Page 87 of 308
RECENT ACCOMPLISHMENTS
•Commenced implementation of the recently completed Potable Water Master Plan
•Commenced implementation of the new supervisory control and data acquisition, or SCADA,
system approved in the recently completed SCADA Master Plan
•Completed tank maintenance and cleaning on three potable reservoirs
•Completed a five-year sanitary survey with State Water Resources Control Board
•Completed sampling for UCMR 4, or the fourth Unregulated Contaminant Monitoring Rule
•Completed the draft Urban Water Management Plan Update and Emergency Action Plan for
two jurisdictional dams
•Completed three reservoir tank cleanings
•Installed ammonia tanks at Maerkle Reservoir for disinfection
•Completed painting of the Santa Fe tank
•Completed 1.1 miles of potable water main replacement as part of the Segment 5 project
•Replaced potable water pipeline crossings for the Buena Outfall project along Palomar
Airport Road
•Completed the first phase of citywide water valve replacement at 18 sites
•Completed a five-year water main condition assessment plan
GOALS | OBJECTIVES | PRIORITIES
•Continue to optimize asset management by increasing the use of technology to improve and
manage the infrastructure system more efficiently and effectively, thereby minimizing costs
while continuing to provide high levels of service at acceptable risk
•Meet all federal and state water quality objectives
•Meet or exceed the American Water Works Association benchmark for combined utilities for
pipeline breaks of 3.4 to 19.4 breaks per 100 miles of pipeline; CMWD’s break rate is 5.7 for
fiscal year 2019-20
•Meet or exceed the American Water Works Association benchmark for combined utilities for
pipeline leaks of 4.3 to 21.7 leaks per 100 miles of pipeline; CMWD’s leak rate is 12.8 for
fiscal year 2019-20
•Update the cost of service study and present updated rates to the CMWD Board of Directors
•Continue to meet or exceed operational requirements and benchmarks
•Work with the Department of Water Resources and the State Water Resources Control
Board on implementation of SB606 and AB1668, which requires the setting of agency water
use efficiency standards, performance measures and variances.
•2021 Lead and Copper sampling to meet the requirements of the new Lead and Copper Rule
•Complete the 2021 Urban Water Management Plan and final Emergency Action Plan for two
jurisdictional dams
•Perform maintenance cleaning of 4 potable water storage tanks
•Complete the Poinsettia 61 pressure regulating station
•Initiate the second phase of citywide water valve replacement at 20 sites
•Initiate construction of the Palomar Airport Waterline Replacement project, water main
replacements in the downtown and coastal areas, and one new pressure regulating station
and replacement of two existing stations
May 18, 2021 Item #8 Page 88 of 308
PUBLIC WORKS |
UTILITIES: RECYCLED WATER OPERATIONS
Account: 5026310 Fund: Enterprise
ABOUT
The Carlsbad Municipal Water District provides ongoing treatment, maintenance and repair of the
recycled water system’s Carlsbad Water Recycling Facility treatment plant, three storage tanks, four
pump stations, three pressure reducing stations, five pressure zones, 88 miles of pipelines, 815 valves
and 961 meters. CMWD’s Cross-Connection Control and Backflow program ensures a safe supply of
drinking water by preventing cross-contamination from the recycled system into the potable system,
in accordance with federal and state regulations. CMWD also purchases and delivers recycled water
from the Vallecitos Water District’s Meadowlark Water Reclamation Facility.
The Carlsbad Water Recycling Facility treatment plant is located next to the Encina Wastewater
Authority Treatment Plant. CMWD takes wastewater from that plant and treats it to the State of
California Title 22 recycled water quality standards, and then delivers that water to customers for
irrigation and certain industrial uses. This effort reduces the amount of wastewater that would
normally be released by the wastewater treatment plant into the ocean outfall, reduces dependence
on imported drinking water, and provides customers with a reliable local supply of recycled water.
Recycled water is not subject to state water conservation requirements.
In fiscal year 2021-22, CMWD will continue to use technology to improve and manage the system
more efficiently and effectively. The recycled water system is relatively new at approximately 30
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $849,549 $1,036,826 $1,164,750 $1,279,473
Retirement Benefits 447,110 247,059 266,750 290,484
Health Insurance 126,154 135,911 189,792 212,783
Other Personnel Expenses 47,768 48,756 37,022 57,315
Personnel Services Subtotal 1,470,581 1,468,552 1,658,314 1,840,055
Operating Expenses
Professional & Contract Services 2,183,790 1,180,930 1,958,200 2,045,680
Supplies & Materials 1,462,839 2,783,276 2,376,300 3,084,500
Repair & Maintenance 20,923 34,144 103,243 68,943
Interdepartmental Charges 520,537 591,195 682,619 837,662
Other Operating Expenses 3,656,891 3,618,150 3,789,982 2,226,950
Capital Outlay 27,277 11,183 15,000 0
Operating Expenses Subtotal 7,872,257 8,218,878 8,925,344 8,263,735
TOTAL EXPENDITURES $9,342,838 $9,687,430 $10,583,658 $10,103,790
Full Time Positions 11.95 12.20 13.00 13.30
Hourly/FTE Positions 0.00 0.00 0.05 0.10
May 18, 2021 Item #8 Page 89 of 308
years of age. CMWD has an opportunity to begin implementing Supervisory Control and Data
Acquisition, or SCADA, and asset management techniques on a relatively young system, thereby
minimizing the total cost of owning these assets while continuing to provide high levels of service at
acceptable risk.
SERVICES
• Operation of infrastructure, including the Carlsbad Water Recycling Facility plant, reservoirs,
pressure regulating stations, pump stations, pipelines, valves, meters and other elements
• Treatment of wastewater to meet State of California Title 22 recycled water requirements
• Meeting the many health, safety and environmental regulations of recycled water
• Maintenance of infrastructure
• Delivery of recycled water
• Water quality testing
• Backflow testing
• Recycled water conversion program
RECENT ACCOMPLISHMENTS
• Began implementation of the recently completed Recycled Water Master Plan
• Began implementation of the recently completed SCADA Master Plan
• Began pre-build activities for the recently completed design of a 1.5 million-gallon storage
tank
• Expanded the recycled water system with completion of 7.5 miles of recycled water pipeline
and related appurtenances to serve an estimated 77 customers
• Completed Carlsbad Water Recycling Facility motors and pumps rehabilitation
GOALS | OBJECTIVES | PRIORITIES
• Commence construction of a 1.5 million-gallon storage tank
• Meet all federal and state water quality objectives
• Meet or exceed the American Water Works Association benchmark for pipeline breaks for
combined utilities (3.4 to 19.4 breaks per 100 miles of pipeline, CMWD’s break rate is 0 for
fiscal year 2019-20)
• Meet or exceed the American Water Works Association benchmark for pipeline leaks for a
combined utility of 4.3 to 21.7 leaks per 100 miles of pipeline; CMWD’s leaks rate is 3.4 for
fiscal year 2019-20
• Update the cost of service study and take updated rates to the City Council
• Continue to meet or exceed operational requirements and benchmarks
• Complete Segment 5 retrofit conversions
May 18, 2021 Item #8 Page 90 of 308
PUBLIC WORKS |
UTILITIES: WASTEWATER OPERATIONS
Account: 5116310 Fund: Enterprise
ABOUT
The Utilities Department is responsible for providing wastewater services to approximately 85,000
customers within the City of Carlsbad service area. The Wastewater Division provides reliable
wastewater collection services and delivers the wastewater to the Encina Wastewater Authority
treatment plant.
After treatment at the wastewater plant, the water is further treated to state Title 22 recycled water
standards at the Carlsbad Municipal Water District’s Water Recycling Facility and then delivered as
recycled water to customers for irrigation and certain industrial uses.
The Wastewater Division maintains a sanitary sewage collection system that includes 11 wastewater
lift stations and wet wells and about 265 miles of mainlines and associated access holes. In the
coming fiscal year, the city will continue to operate and maintain its critical infrastructure systems,
while increasing the use of technology to improve and manage the system more efficiently and
effectively. The goal of the asset management program is to minimize the total cost of owning and
operating utility assets while continuing to deliver high levels of service at acceptable levels of risk.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $1,425,837 $1,540,377 $1,721,993 $1,946,772
Retirement Benefits 606,651 368,192 395,477 425,987
Health Insurance 248,829 249,036 291,717 320,685
Other Personnel Expenses 74,777 77,050 53,553 85,384
Personnel Services Subtotal 2,356,094 2,234,655 2,462,740 2,778,828
Operating Expenses
Professional & Contract Services 7,328,965 3,716,816 5,336,700 5,514,000
Supplies & Materials 313,417 237,997 318,100 353,000
Repair & Maintenance 51,532 18,443 261,500 225,150
Interdepartmental Charges 1,244,941 1,303,706 1,427,715 1,458,895
Other Operating Expenses 7,215,666 5,307,539 5,409,000 5,727,600
Capital Outlay 23,714 53,586 20,000 0
Operating Expenses Subtotal 16,178,235 10,638,087 12,773,015 13,278,645
TOTAL EXPENDITURES $18,534,329 $12,872,742 $15,235,755 $16,057,473
Full Time Positions 20.00 19.60 19.45 20.10
Hourly/FTE Positions 0.00 0.00 0.00 0.20
May 18, 2021 Item #8 Page 91 of 308
SERVICES
• Operation of infrastructure such as lift stations, wet wells, gravity sewer mains, force mains,
manholes and other elements
• Meeting the many health, safety and environmental regulations of wastewater operation
• Closed circuit camera review of pipelines to determine pipeline integrity
• Maintenance of infrastructure
• Collection of wastewater and conveyance to the Encina Wastewater Authority treatment
plant
• Participation and coordination with the Encina Wastewater Authority as part of the Joint
Powers Authority
• Prevention of wastewater spills to protect the environment
• Fats, Oils, and Grease program
• Public outreach regarding “Dos and Don’ts” of what can go into a toilet and sink to prevent
spills and system and environmental problems
RECENT ACCOMPLISHMENTS
• Recognized as the 2020 Collection System of the Year by the San Diego Section of the
California Water Environment Association in the medium size category
• Constructed the $45 million Agua Hedionda Pump Station, replacing the 1964 pump station
at the same location
• Constructed the $5.5 million Foxes Landing Lift Station Replacement project, which is now in
the warranty period
• Completed the Wastewater Master Plan and the Asset Management Plan
• Completed the Supervisory Control and Data Acquisition Master Plan and started the pre-
design process for the new SCADA system
• Applied for low-interest financing with the State Revolving Fund for the wastewater portion
of the SCADA project
• Completed the generator replacement project to ensure system reliability at two lift stations
• Replaced the surge protection tank at the North Batiquitos Lift Station
GOALS | OBJECTIVES | PRIORITIES
• Meet or exceed the American Water Works Association benchmark rate for combined
utilities for wastewater system reliability of 0.2 to 7.0 overflows per 100 miles of pipeline;
the city’s overflow rate is approximately 0.75 for fiscal year 2020
• Continue to meet or exceed operational requirements and benchmarks
• Complete the generator replacement project at two additional lift stations for system
reliability where the existing generators have met their useful life
• Complete closed-circuit TV inspections of several large diameter interceptor sewers to
determine the existing integrity of these pipelines that convey wastewater from collector
pipelines to the EWA treatment facility
• Commence design of the SCADA upgrades
• Initiate construction of the Villas Lift Station Replacement project
• Initiate rehabilitation of the North Batiquitos Lift Station Force Main
• Initiate the design of upgrades at two sewer lift stations
• Update the cost of services study and present updated rates to the City Council
May 18, 2021 Item #8 Page 92 of 308
May 18, 2021 Item #8 Page 93 of 308
COMMUNITY SERVICES
The Community Services Branch includes programs,
services and events that support Carlsbad's excellent
quality of life. The branch includes the following
key areas of focus:
•Community Development
•Library & Cultural Arts
•Parks & Recreation
These city service areas ensure the
city’s planning and building policies are
carried out, foster lifelong learning,
support strong neighborhoods,
administer affordable housing and
homeless response programs, attend to
the community’s health and wellness and
promote transparency in government.
Gary Barberio
Deputy City Manager, Community Services
760-434-2822
gary.barberio@carlsbadca.gov
May 18, 2021 Item #8 Page 94 of 308
May 18, 2021 Item #8 Page 95 of 308
COMMUNITY SERVICES |
ADMINISTRATION
Account: 0012410 Fund: General
ABOUT
The Community Services Branch provides programs, services and events that promote and support
Carlsbad’s excellent quality of life. Community Services Administration provides leadership to the
Community Services branch.
SERVICES
Functional areas include department management, budget oversight, outreach and community
engagement, and real estate services. The Community Services branch ensures that the city’s
planning, land development engineering, building, and code enforcement policies are carried out,
that affordable housing and homelessness programs are administered, that lifelong learning is
fostered, that library and cultural arts services are delivered, that the city’s health and wellness are
advanced through parks, recreation and senior services, and that the city’s real estate assets are
managed.
RECENT ACCOMPLISHMENTS
Community Development Department
• Implemented paperless on-line permitting for simple permits (water heaters, re-roof, etc.)
• Implemented a new Video Inspection Program (over 2,500 video inspections completed)
• Issued over 4,500 building permits valued at over $165 million
• Closed over 1,700 Code Enforcement cases
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $0 $0 $396,798 $394,529
Retirement Benefits 0 0 49,174 95,454
Health Insurance 0 0 47,034 66,574
Other Personnel Expenses 0 0 10,831 14,055
Personnel Services Subtotal 0 0 503,837 570,612
Operating Expenses
Professional & Contract Services 0 0 26,500 26,500
Supplies & Materials 0 0 9,600 9,600
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 0 0 30,912 38,509
Other Operating Expenses 0 0 11,000 11,000
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 0 0 78,012 85,609
TOTAL EXPENDITURES $0 $0 $581,849 $656,221
Full Time Positions 0.00 0.00 3.00 3.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 96 of 308
• Provided rental assistance to nearly 550 very- and extremely-low income households
• Increased the city’s affordable housing inventory with 40 new affordable units
• Developed City Council Policy No. 90 to guide implementation of the Housing Trust Fund
• Completed land acquisition, ground lease and loan documents for the construction of the
50-unit Windsor Pointe affordable apartment community now under construction
• Purchased and preserved three at-risk affordable ownership units for resale to low- and
very-low income buyers
• Issued 1,200 engineering permits and reviewed 2,025 building permit applications and over
200 discretionary permits
• Implemented a digital submittal process to replace printed mylars
• Completed and submitted the 2021-2019 Housing Element Update to CA State HCD
• Developed a Planning Application Prioritization and Process Guide for internal and external
use
Library & Cultural Arts Department
• New Department leadership – New L&CA’s Director, and two new Deputy Library Directors
• Implemented new queuing software, Qless, to manage Library facility capacity
• Created and provided for Curbside Delivery of nearly 300,000 physical items
• Increased access to eBook and eAudiobook collections, added 14 new electronic databases
and implemented new application allowing Carlsbad school district students expanded
access to library materials
• Transcribed the oral histories in our History Collection, and made them keyword searchable
• Digitized Carlsbad High School Yearbooks, 1958-2015, and scanned 4,000 photo prints into
the city’s History and Photo Collections
• Adapted the Summer Reading Adventure into a fully virtual program
• Provided for direct access to more than 18,000 eBook and eMagazine titles and more than
60,000 public domain classic eBook titles
• Presented two exhibits at the William D. Cannon Gallery and transitioned Family Open
Studios into a fully virtual program
• Launched Virtually Artful, a performing arts series, and Artist Talk, and interview series
Parks & Recreation Department
• Initiated construction of the Calavera Hills Community Park Gateway Project
• Provided city oversight of the Buena Vista Reservoir Park site construction
• Obtained City Council approval of the Veterans Memorial Park Master Plan Concept
• Assumed open space maintenance responsibilities for the acquired Aura Circle property
• Planted over 1,100 trees in furtherance of the Community Forest Management Plan
• Obtained City Council approval of an expanded Parks Memorial Program
• Revised the scope of work, received bids and entered into new contracts for all five parks
maintenance services categories
• Assumed and implemented new trash and restroom maintenance responsibilities along
Carlsbad Boulevard and the lower seawall
• Supported the city’s new Age-Friendly Communities Project
• Received California Parks and Recreation Society District 12 Parks Make Life Better Spotlight
Award for Lantern Festival: A Night of Light & Reflection
• Provided over 60,000 Senior Meals through direct home delivery or via our drive-thru service
• Launched Spanish language guides for Leo Carrillo Ranch exhibits and interpretive panels
and installed a new Bunkroom exhibit
May 18, 2021 Item #8 Page 97 of 308
Real Estate Division
•Developed and obtained City Council approval of a new City Tenant Rent Deferral Program
•Completed new leases with New Village Arts, Mira Costa/Las Palmas, Callaway Golf, Rey
River Farms, and NCTD/Visit Carlsbad
•Completed new license agreements with Crown Castle for the Robertson Ranch WCF and
with AT&T for the Calavera Hills Community Park WCF
•Completed an Amendment to the Lot 9/Westin Hotel land lease agreement
•Completed the sale of the Pajama Drive property in Oceanside
GOALS | OBJECTIVES | PRIORITIES
•Fully implement new Housing & Homeless Services Department
•Complete Housing Element Property Rezoning
•Update Inclusionary Housing Ord and In-lieu Fee
•Streamline CIP Permit Review Process
•Develop citywide Object Design Standards for Multi-Family Residential
•Develop Permit-ready Accessory Dwelling Unit Program
•Implement Customer Self-Service Portal to allow for digital permit processing
•Develop opportunities to increase supply of affordable housing
•Complete lease-up of 25 rental assistance vouchers
•Expand Video Inspection Program
•Develop online project submittal program for non-structural building permits
•Develop Phase II of the STEAM initiative
•Complete public art installations: mural, lighting, beach chair expansion
•Identify audiovisual, lighting, technology upgrades for Schulman Auditorium and William D.
Cannon Gallery
•Launch 1,000 Books Before Kindergarten Program
•Create a hybrid in-person and curbside circulation model
•Obtain development permits for Veterans Memorial community Park
•Initiate master planning of Robertson Ranch Community Park
•Develop Prop H Ballot Measure for Monroe Street Pool Replacement Project
•Complete Calavera Hills Community Park Gateway improvements, Poinsettia Community
Park Dog Park Improvements, and the Buena Vista Reservoir Park improvements
•Expand adult 50+ opportunities and collaboration beyond the Senior Center
•Continue to implement the Age-Friendly Communities Project
•Issue RFP for the lease of Golf Course Lots 4 & 5
•Issue RFP for the lease of Oceanside – Foussat & Mission Properties
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
•The formation of a new Community Services Branch Department – the Housing & Homeless
Services Department
May 18, 2021 Item #8 Page 98 of 308
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: SUMMARY
COMMUNITY DEVELOPMENT
•Administration
•Land Development Engineering
•Planning
•Building & Code Enforcement
•Housing Services
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $5,470,349 $5,652,228 $6,147,835 $6,689,700
Retirement Benefits 1,501,035 1,294,082 1,399,250 1,450,935
Health Insurance 764,460 756,976 933,124 1,048,987
Other Personnel Expenses 227,183 234,021 189,800 269,576
Personnel Services Subtotal 7,963,027 7,937,307 8,670,009 9,459,198
Operating Expenses
Professional & Contract Services 2,771,581 2,531,666 2,532,590 6,391,419
Supplies & Materials 352,895 309,712 423,982 321,763
Repair & Maintenance 5,482 593 2,923 670
Interdepartmental Charges 1,291,543 1,345,826 1,285,832 1,485,406
Other Operating Expenses 9,476,528 9,889,710 9,692,030 8,952,086
Capital Outlay 58,506 1,107,230 5,120 119,797
Operating Expenses Subtotal 13,956,535 15,184,737 13,942,477 17,271,141
TOTAL EXPENDITURES $21,919,562 $23,122,044 $22,612,486 $26,730,339
General Fund $10,692,924 $10,328,444 $10,781,168 $15,466,693
Special Revenue Fund 9,457,070 11,580,003 9,897,795 10,196,151
Trust Fund 1,769,568 1,213,597 1,933,523 1,067,495
TOTAL FUNDING $21,919,562 $23,122,044 $22,612,486 $26,730,339
Full Time Positions 59.75 63.75 61.75 65.00
Hourly/FTE Positions 4.34 12.00 12.00 12.00
May 18, 2021 Item #8 Page 99 of 308
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: ADMINISTRATION
Account: 0013010 Fund: General
ABOUT
Community Development Administration assists divisions within the department in accomplishing
goals by liaising with City Hall, coordinating between divisions, managing budgets, assisting with
resource allocation and training budgets, and other support efforts.
SERVICES
• Devotes staff resources to improving the customer usability of major IT strategic projects,
specifically enterprise content management, Laserfiche, I-Pay, Carlsbad Connect App and
EnerGov
• Provides resources on interdepartmental initiatives such as the Climate Action Plan
• Focuses on providing positive engagement to make compliance understandable and less
onerous for new businesses and homeowners improving or developing properties
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $796,432 $812,622 $897,591 $1,106,362
Retirement Benefits 186,636 191,405 199,743 225,932
Health Insurance 106,080 117,598 127,924 148,551
Other Personnel Expenses 25,174 27,384 26,258 40,285
Personnel Services Subtotal 1,114,322 1,149,009 1,251,516 1,521,130
Operating Expenses
Professional & Contract Services 394,944 122,679 55,000 385,000
Supplies & Materials 61,423 58,876 41,000 31,834
Repair & Maintenance 263 0 150 20
Interdepartmental Charges 132,999 143,904 211,600 168,149
Other Operating Expenses 22,179 23,616 5,700 4,700
Capital Outlay 1,401 0 0 0
Operating Expenses Subtotal 613,209 349,075 313,450 589,703
TOTAL EXPENDITURES $1,727,531 $1,498,084 $1,564,966 $2,110,833
Full Time Positions 7.00 7.00 6.45 8.00
Hourly/FTE Positions 0.50 3.00 2.50 2.50
May 18, 2021 Item #8 Page 100 of 308
RECENT ACCOMPLISHMENTS
•Developed online permits for simple building permits, such as hot water heaters, re-roof,
and solar with a paperless process for submittal and permit issuance, inspection, and permit
closeout.
•Began developing an online digital system to handle customer appointments for submittals
and development inquiries using Qless software, including the ability for customers to view
wait times for appointments with Community Development at the City of Carlsbad Faraday
Center and schedule upcoming appointments online
•Supported business process documentation of minor permits for building, planning and
engineering
•Supported pre-development of the online permit portal known as Customer Self Service
Portal (CSS)
•Supported user acceptance testing to update to a new version of the enterprise software
system, EnerGov, and the city’s new records system, Laserfiche
GOALS | OBJECTIVES | PRIORITIES
•Continue to modernize and streamline front counter operations, including process
improvements
•Develop a process guide for homeowners and applicants covering simple and complex
permits
•Digitize building plan prints and project files to make them available in digital form making
documents readily available for staff and the public
•Support the Information Technology Department to deploy minor permits via an online
customer self-service portal, a module of EnerGov
•Continue to digitize historic documents as part of innovation efforts at the city
•Continue to identify and implement process improvements that help simplify and streamline
permit intake, routing, and customer service interactions
May 18, 2021 Item #8 Page 101 of 308
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: LAND DEVELOPMENT ENGINEERING
Account: 0013110
0013120
Fund: General
ABOUT
The Land Development Engineering Division ensures that all construction for new development
projects and work in the public right-of-way complies with adopted codes and engineering standards.
The division is responsible for subdivision and other land development engineering activities,
including encroachments within the city rights of way, project conditioning, plan checks, issuing
permits for construction, flood plain administration, transportation and traffic review for
developments and maintenance of maps and records of improvements.
SERVICES
• Subdivision map review and processing
• Discretionary review and project conditioning
• Grading, public improvement and right-of-way plan checking and permitting
• Flood plain administration and residential assistance
• Traffic review and analysis for development projects
• Transportation demand management for development projects
• Maintenance of the engineering section of the public counter
• Customer service and public information
• Maintenance of engineering standards
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $972,210 $1,122,452 $1,156,703 $1,149,631
Retirement Benefits 287,486 253,568 267,265 268,090
Health Insurance 161,337 168,182 188,728 205,316
Other Personnel Expenses 40,181 40,244 35,225 46,266
Personnel Services Subtotal 1,461,214 1,584,446 1,647,921 1,669,303
Operating Expenses
Professional & Contract Services 335,746 398,335 456,700 375,183
Supplies & Materials 10,606 7,657 4,504 6,644
Repair & Maintenance 805 0 623 0
Interdepartmental Charges 161,702 173,578 146,911 227,280
Other Operating Expenses 32,236 4,537 8,700 8,700
Capital Outlay 2,574 0 0 0
Operating Expenses Subtotal 543,669 584,107 617,438 617,807
TOTAL EXPENDITURES $2,004,883 $2,168,553 $2,265,359 $2,287,110
Full Time Positions 10.75 11.75 11.00 11.00
Hourly/FTE Positions 0.50 0.50 1.00 1.00
May 18, 2021 Item #8 Page 102 of 308
RECENT ACCOMPLISHMENTS
•Changed process to allow digital submittals in place of printed mylars
•Issued 1,200 engineering permits
•Reviewed 2,025 building permit applications
•Reviewed and conditioned over 200 discretionary permits
GOALS | OBJECTIVES | PRIORITIES
•Implement Customer Self Service (CSS) portal to allow the public to digitally process permits
•Implement policies for State-required capture of trash for new developments
•Continue to refine procedures and adopt new technology to enhance the customer
experience
May 18, 2021 Item #8 Page 103 of 308
COMMUNITY SERVICES |
COMMUNITY DEVELOPMENT: PLANNING
Account: 00132XX
170
171
172
Fund: General
Special Revenue-Flower Fields Grant
Special Revenue-Ag. Mitigation Fees
Special Revenue-Habitat Management Fees
ABOUT
The Planning Division guides the physical development of the city in a manner that preserves the
quality of life for residents, by ensuring that all new planning programs and development projects
comply with the General Plan, Local Coastal Program, Zoning Ordinance and the performance
standards of the Growth Management Plan.
SERVICES
• Provide technical support to the Planning Commission and the City Council
• Prepare and update plans for the long-range development of the city such as the General
Plan, Local Coastal Plan, Growth Management Plan as well as master and specific plans
• Prepare and update ordinances and policies regulating development
• Complete special studies
• Ensure the consistency of all development proposals with the city’s General Plan, Local
Coastal Program, zoning, subdivision and environmental ordinances
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $1,794,738 $1,762,833 $1,911,326 $1,965,737
Retirement Benefits 517,840 430,218 449,935 457,191
Health Insurance 207,834 208,537 276,962 261,994
Other Personnel Expenses 73,678 68,473 58,970 79,500
Personnel Services Subtotal 2,594,090 2,470,061 2,697,193 2,764,422
Operating Expenses
Professional & Contract Services 526,714 511,134 167,133 216,000
Supplies & Materials 40,350 49,774 36,149 36,282
Repair & Maintenance 546 20 0 0
Interdepartmental Charges 279,074 299,619 265,545 313,059
Other Operating Expenses 228,394 977,793 10,400 11,400
Capital Outlay 0 1,104,114 0 0
Operating Expenses Subtotal 1,075,078 2,942,454 479,227 576,741
TOTAL EXPENDITURES $3,669,168 $5,412,515 $3,176,420 $3,341,163
General Fund $3,465,638 $3,354,114 $3,176,420 $3,341,163
Special Revenue 203,530 2,058,401 0 0
TOTAL FUNDING 3,669,168$ 5,412,515$ 3,176,420$ 3,341,163$
Full Time Positions 20.00 20.00 20.00 20.00
Hourly/FTE Positions 0.00 0.50 1.00 1.00
May 18, 2021 Item #8 Page 104 of 308
•Complete environmental review of all private and public projects for compliance with the
California Environmental Quality Act and the city’s Environmental Protection Procedures
•Process city permits for capital improvement projects
•Provide planning and zoning information
•Plancheck grading plans, subdivision maps and building permits for compliance with city
requirements and conditions of approval
•Plancheck landscape plans for conformance with the Landscape Manual
•Represent the city with other agencies
RECENT ACCOMPLISHMENTS
•Completed the Housing Element Update 2021-2029
•Completed the Local Coastal Program Land Use Plan Comprehensive Update
•Completed a Planning Commission hearing on the Village and Barrio Master Plan
Amendment Package to obtain commission and public input as directed by the City Council
•Applied for a Local Early Action Planning (LEAP) grant in the amount of $500,000 from the
Department of Housing and Community Development
•Developed a Case Prioritization and Process Guide
•Processed development permits requiring approval by either the city planner, Planning
Commission or the City Council
•Significant projects entitled include: Marja Acres (248 townhomes, 46 affordable senior apts,
10,000 sq. ft. retail); Aviara Apartments (248 market rate apts. with 81 affordable apts) La
Costa Town Square Residential (76 townhomes, 19 affordable condos); West Oaks (150
market rate apts and 42 affordable apts); BMW Carlsbad
GOALS | OBJECTIVES | PRIORITIES
•Complete Housing Element Update – Property Rezoning
•Create policy options for inclusionary housing ordinance and in-lieu fee
•Streamline the capital improvements project permit review process
•Implement objective design standards and streamline permitting for multi-family residential
structures outside of the Village and Barrio Master Plan area
•Implement permit-ready accessory dwelling unit program
•Revise City Council Policy No. 64 – Wireless Communication Facilities to comply with federal
law
May 18, 2021 Item #8 Page 105 of 308
COMMUNITY SERVIC ES |
COMMUNITY DEVELOPMENT: BUILDING & CODE ENFORCEMENT
Account: 0013610
0012530
Fund: General
ABOUT
The Building & Code Enforcement Division serves to protect those who live and work in Carlsbad by
enforcing building and safety standards contained in the State of California Building Codes and
various municipal codes and policies.
Building inspection staff are the main point of contact for individuals wanting to build or modify a
structure on their property. Staff provide guidance and review projects for conformance with state
and local building standards, and once a permit has been issued authorizing construction, a building
inspector is assigned to help the property owner ensure that the contractor’s work is consistent with
approved plans.
Code enforcement staff partner with the Carlsbad residents to promote and maintain a safe and
desirable living and working environment, to improve the quality of Carlsbad’s neighborhoods
through education, enforcement, and abatement, and to respond to community concerns. The
team’s objective is not to be punitive, but to ensure awareness and compliance with established
codes and regulations, to protect public health and safety, and help maintain a high quality of life for
those who live, work and play in Carlsbad.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $1,135,268 $1,089,778 $1,353,633 $1,487,720
Retirement Benefits 305,437 237,506 279,208 307,108
Health Insurance 205,490 180,018 235,800 297,956
Other Personnel Expenses 51,169 51,208 42,986 63,078
Personnel Services Subtotal 1,697,364 1,558,510 1,911,627 2,155,862
Operating Expenses
Professional & Contract Services 532,601 490,706 504,727 550,727
Supplies & Materials 15,676 6,340 29,527 29,527
Repair & Maintenance 1,664 348 350 350
Interdepartmental Charges 236,590 263,991 239,807 382,139
Other Operating Expenses 48,748 25,450 10,250 10,250
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 835,279 786,835 784,661 972,993
TOTAL EXPENDITURES $2,532,643 $2,345,345 $2,696,288 $3,128,855
Full Time Positions 10.00 10.00 15.00 16.00
Hourly/FTE Positions 1.00 1.00 4.50 4.50
May 18, 2021 Item #8 Page 106 of 308
SERVICES
• Provide plan check, fee assessment, permit issuance and inspection for compliance with
adopted state and local codes including recycling, storm water, energy generation and
conservation
• Act as a resource to the city’s residents and business partners for questions and to provide
historical documents related to construction
• Provide information related to ongoing construction projects
• Receive and process requests for construction plans for existing buildings
• Maintain records during construction and prepare files for electronic conversion
• Enforce zoning, building codes, general property maintenance, and miscellaneous municipal
codes. Code enforcement is a responsibility shared by many city departments and entails the
cooperation of residents and businesses
RECENT ACCOMPLISHMENTS
• Plan checked and issued over 4,500 building permits valued at over $165 million
• All building inspectors completed initial or refresher training for the State of California Safety
Assessment Program Disaster Service Worker Certification
• Continued migration of metadata of historical files into HP Records Management for future
public access
• On track to close over 1,700 code enforcement cases in fiscal year 2020-21
• Implemented a tracking mechanism for waste management
• Created a mechanism to help ensure Climate Action Plan compliance on building permits
• Building inspection staff achieved 100% State of California Safety Assessment Program
Certification
• Building inspection became a member of California Building Officials and the International
Code Council as a government member
GOALS | OBJECTIVES | PRIORITIES
• Maintain a high level of service with a focus on creating more efficient processes related to
permit self-service, online records research, counter scheduling, and online permit
application and project plan submittal
• Draft a pilot program for online project submittal and electronic plan review for non-
structural residential remodels, decks, solar installations, patio covers and HVAC systems
• Continue to review and permit more inspection types into the Video Inspection Program
• Continue to modernize and expand code enforcement efforts to continuously seek
improvements and innovation in the delivery of services, sustain an extraordinary built
community, and comply with new state regulations
• Continue to develop the city’s code enforcement team through comprehensive education
and certification following industry standards set by the California Association of Code
Enforcement Officers
• Participate in the International Code Council triennial code adoption process for the next
three years, proposing and voting for code changes that will be adopted into the California
Codes in 2023
May 18, 2021 Item #8 Page 107 of 308
COMMUNITY SERVICES |
HOUSING SERVICES
Account: 0012510
0012520
1502810
Fund: General
General
Special Revenue – Community Grants
ABOUT
Housing Services provides various programs, activities and services that assist in the effort to sustain
an extraordinary Carlsbad community. These include disbursing community grants, delivering
community education programs, funding the Carlsbad Service Center and supporting the Carlsbad
Housing Commission.
SERVICES
•Provide financial assistance to community organizations, teams and special events that
benefit and enrich the residents of Carlsbad in compliance with city council policies
•Through the Agricultural Conversion Mitigation Fee program, fund projects that improve
agricultural lands for continued agricultural production, protect and enhance the coastal and
lagoon environment, improve lagoon nature centers, and restore beaches for public use
•Provide community education programs, including the Carlsbad Student Leader Academy,
for high school students, and CityStuff, for third grade students
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $290,028 $383,349 $338,373 $349,857
Retirement Benefits 46,839 45,369 84,319 65,839
Health Insurance 21,554 40,415 52,427 38,529
Other Personnel Expenses 10,205 10,601 10,893 14,792
Personnel Services Subtotal 368,626 479,734 486,012 469,017
Operating Expenses
Professional & Contract Services 416,048 310,572 439,217 3,972,012
Supplies & Materials 20,555 16,079 13,600 16,600
Repair & Maintenance 1,699 110 0 0
Interdepartmental Charges 144,530 152,401 131,779 121,576
Other Operating Expenses 10,771 3,452 37,527 49,527
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 593,603 482,614 622,123 4,159,715
TOTAL EXPENDITURES $962,229 $962,348 $1,108,135 $4,628,732
General Fund $962,229 $962,348 $1,078,135 $4,598,732
Special Revenue 0 0 30,000 30,000
TOTAL FUNDING 962,229$ 962,348$ 1,108,135$ 4,628,732$
Full Time Positions 4.30 8.78 3.78 3.00
Hourly/FTE Positions 1.84 5.50 2.00 2.00
May 18, 2021 Item #8 Page 108 of 308
•Provide low income and homeless services support, including funding to the Carlsbad
Services Center, which offers temporary day labor employment services, employment
training and readiness, access to benefits, basic needs, rental assistance and case
management
•Provide technical and administrative support to the Carlsbad Housing Commission
RECENT ACCOMPLISHMENTS
•Commenced the Carlsbad Student Leader Academy in spring 2020 with 20 high school
student participants, in partnership with the YouSchool and Servant Leadership Institute
•In response to COVID-19, modified the Carlsbad Student Leader Academy program to
continue virtually as soon as summer 2021; this program has provided leadership training to
100+ Carlsbad high school aged residents thus far
•Began the CityStuff program in spring 2020 and engaged 1,127 third grade students in 54
classrooms, in partnership with 14 local elementary schools and 32 community volunteers
•In response to COVID-19, implemented alternative options to all classrooms participating in
the CityStuff program to offer the curriculum online and provide additional virtual assistance
•Developed guidelines for the resale of city-acquired affordable housing units
GOALS | OBJECTIVES | PRIORITIES
•Implement the Community Activity Grant, Special Events Grant, Community Spirit Grant, and
Winning Teams Grant programs, and process applications for assistance that are consistent
with the city council policies
•Continue to support the Agricultural Conversion Mitigation Fee program
•Provide education focused on civic proficiency and leadership to Carlsbad youth
•Provide technical and administrative support to the Carlsbad Housing Commission
•Continue to support the Carlsbad Service Center
May 18, 2021 Item #8 Page 109 of 308
COMMUNITY SERVICES |
HOUSING SERVICES: AFFORDABLE HOUSING TRUST FUND
Account: 133, 134 Fund: Special Revenue
ABOUT
The Affordable Housing Trust Fund Program is the city’s primary source of affordable housing funding
for low-income households. The Affordable Housing Trust Fund collects fees generated from the
Inclusionary Housing In-Lieu Fee and the sale of affordable housing credits that satisfy a developer’s
inclusionary housing obligation as well as loan repayments from existing developments. With these
funds, the city provides affordable housing programs and low income and homeless services support,
and financial assistance for residential developments that provide housing opportunities to low-
income households.
SERVICES
• Research and develop new opportunities for affordable housing for low-income households
through alternative product types and/or programs
• Ensure regulatory agreement compliance for all existing affordable housing developments
for low-income households
• Administer the Minor Home Repair Program
• Provide funding for a flexible housing subsidy program for individuals and families who are
homeless or at-risk of homelessness
• Provide funding to the Bridge-to-Housing network program
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $91,355 $173,859 $110,572 $246,169
Retirement Benefits 44,175 40,313 26,402 34,261
Health Insurance 7,335 14,973 6,986 29,827
Other Personnel Expenses 7,828 9,449 3,269 8,402
Personnel Services Subtotal 150,693 238,594 147,229 318,659
Operating Expenses
Professional & Contract Services 316,372 294,455 489,267 489,267
Supplies & Materials 12,579 3,264 19,000 19,000
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 140,765 148,080 127,942 64,236
Other Operating Expenses 83,697 183,660 97,260 97,260
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 553,413 629,459 733,469 669,763
TOTAL EXPENDITURES $704,106 $868,053 $880,698 $988,422
Full Time Positions 1.60 1.30 0.60 1.60
Hourly/FTE Positions 0.50 1.00 1.00 1.00
May 18, 2021 Item #8 Page 110 of 308
•Provide funding for case management services to those experiencing or who are at-risk of
homelessness
•Negotiate and prepare financial assistance and loan documents for the construction of
single-family and multi-family low-income affordable housing developments
•Continue to implement the Inclusionary Housing Ordinance by providing information to
developers, the public, and city staff on the requirements of the ordinance
•Negotiate and prepare affordable housing agreements and density bonus agreements
•Monitor the development and operation of low-income affordable housing developments
•Assist with the development of low-income affordable housing developments from concept
to construction
RECENT ACCOMPLISHMENTS
•Completed construction and sales on all 25 new ownership homes in Bressi Ranch, or
Kensington, as well as at least six of 15 affordable accessory dwelling units at Poinsettia 61,
or Treviso
•Completed Council Policy No. 90 – Administration of the Housing Trust Fund
•Completed land acquisition, ground lease and loan for construction of Windsor Pointe, a 50-
unit affordable apartment community with permanent supportive services to homeless and
lower-income veteran families, and people experiencing homelessness with mental health
service needs
GOALS | OBJECTIVES | PRIORITIES
•Administer the Housing Trust Fund in accordance with Council Policy No. 90
•Continue to work with residential developers with inclusionary housing requirements to
produce additional homes affordable to lower-income households
•Research and develop other programs and development opportunities to increase the
supply of affordable housing for low-income households
•Preserve and improve the quality of the city’s existing housing stock
•Continue to provide low income and homeless services support
May 18, 2021 Item #8 Page 111 of 308
COMMUNITY SERVICES |
HOUSING SERVICES: RENTAL ASSISTANCE
Account: 190 Fund: Special Revenue
ABOUT
The federally-funded Section 8 rental assistance program provides monthly rental subsidies to very
low-income households in Carlsbad and processes new participants into the program as additional
funds are available from the federal government.
SERVICES
•Provide federal funding to subsidize rents for eligible low-income households
•Assist low-income households in the community with access to rental housing that is decent,
safe, and sanitary
•Ensure the Section 8 tenant-based rental assistance program is being administered in
compliance with federal regulations, federal guidelines, the Carlsbad Administrative Plan,
and the Public Housing Agency Plan
•Achieve and maintain a lease rate that effectively and fully utilizes Section 8 program
funding allocation
•Enable unemployed, under-employed, or under-educated low-income families to achieve
economic independence from welfare
•Assist families to identify barriers to becoming self-sufficient
•Guide families for establishing a five-year goal and plan to self-sufficiency
•Coordinate needed support services and act as an advocate on behalf of the client
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $312,439 $265,237 $300,769 $349,333
Retirement Benefits 81,236 72,807 73,464 84,001
Health Insurance 43,266 26,911 38,636 64,097
Other Personnel Expenses 14,692 20,875 9,689 15,775
Personnel Services Subtotal 451,633 385,830 422,558 513,206
Operating Expenses
Professional & Contract Services 33,832 33,304 34,000 34,000
Supplies & Materials 5,741 7,386 10,665 10,665
Repair & Maintenance 505 115 300 300
Interdepartmental Charges 150,866 117,645 115,743 200,472
Other Operating Expenses 6,836,887 7,287,973 7,139,800 7,139,800
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 7,027,831 7,446,423 7,300,508 7,385,237
TOTAL EXPENDITURES $7,479,464 $7,832,253 $7,723,066 $7,898,443
Full Time Positions 4.60 4.00 4.00 5.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 112 of 308
RECENT ACCOMPLISHMENTS
• Provided monthly rental assistance to approximately 550 very low and extremely low-
income households
• Maintained a high level of service to participants while implementing safety protocols due to
the COVID-19 pandemic
• Received additional funds from HUD to cover increased costs related to COVID-19 impacts
GOALS | OBJECTIVES | PRIORITIES
• Continue to operate the Section 8 program effectively, and seek additional funding as
opportunities arise
• Complete intake and lease-up for rental assistance vouchers for 25 non-elderly, disabled
participants
May 18, 2021 Item #8 Page 113 of 308
COMMUNITY SERVICES |
HOUSING SERVICES: COMMUNITY DEVELOPMENT BLOCK GRANT
Account: 391 Fund: Special Revenue
ABOUT
The Community Development Block Grant program represents federal funds provided to the city to
develop viable urban communities through the provision of decent housing, a suitable living
environment and by expanding economic opportunities for lower-income persons. This program in
the City of Carlsbad is focused on providing specific benefit to low-income residents, with serving the
city’s homeless population and providing affordable housing as the two highest priorities.
SERVICES
• Prepare and implement a five-year consolidated plan for submittal to U.S. Department of
Housing and Urban Development
• Provide staff support to the CDBG Funding Advisory Committee and the City Council in the
selection process for identifying activities to be included in the Annual Action Plan for the
CDBG Program
• Ensure that documentation is maintained to meet compliance with HUD established
guidelines for continued CDBG funding
• Monitor activities of grant sub-recipients to ensure timeliness of funds and beneficiaries
assisted
• Amend the Annual Action Plan as necessary to meet the needs of the community when
additional funding is available
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $30,127 $19,260 $48,864 $34,891
Retirement Benefits 12,043 9,726 11,718 8,513
Health Insurance 3,503 196 3,503 2,717
Other Personnel Expenses 1,584 2,472 1,558 1,478
Personnel Services Subtotal 47,257 31,654 65,643 47,599
Operating Expenses
Professional & Contract Services 21,711 59,860 39,000 39,000
Supplies & Materials 0 3,506 3,500 3,500
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 750 948 500 1,200
Other Operating Expenses 439,684 228,185 547,000 547,000
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 462,145 292,499 590,000 590,700
TOTAL EXPENDITURES $509,402 $324,153 $655,643 $638,299
Full Time Positions 0.65 0.57 0.57 0.40
Hourly/FTE Positions 0.00 0.50 0.00 0.00
May 18, 2021 Item #8 Page 114 of 308
•Prepare the Consolidated Annual Performance and Evaluation Report for public review and
comment and final submission to HUD
•Partner with a non-profit legal advisor to provide fair housing and tenant-landlord dispute
counseling and education programs
RECENT ACCOMPLISHMENTS
•Provided funding assistance to seven non-profit, non-city organizations to provide services
to low-income households with a focus on affordable housing, supportive services to low-
income and special needs populations, and assistance in the prevention and reduction of
homeless residents in Carlsbad
•Expended CDBG funds to purchase resales of affordable ownership units to be resold to low
or very low-income buyers; three homes were purchased in fiscal year 2020-21
•Expended CDBG funds to assist in the acquisition of land for the 50-unit Windsor Pointe
affordable apartment community, with permanent supportive services to homeless and
lower-income veteran families, and people experiencing homelessness with mental health
service needs
•Successfully submitted the Consolidated Annual Performance Evaluation Report for fiscal
year 2019-20
•Successfully submitted the Annual Action Plan for fiscal year 2020-21
•Partnered with municipalities throughout San Diego County to successfully support
furthering fair housing choices for all residents
•Submitted the five-year Consolidated Plan for fiscal years 2020-25
•Successfully completed and submitted the five-year Analysis of Impediments for fiscal years
2020-25
•Provided additional funding assistance of $1.2 million in supplemental allocations to grant
sub-recipients to be used to prevent, prepare for, and respond to the coronavirus
GOALS | OBJECTIVES | PRIORITIES
•Successful completion and submission of the fiscal year 2020-21 Consolidated Annual Plan
Evaluation Report
•Project identification and related expenditure plan for CDBG funds to provide for additional
affordable housing opportunities for low-income households, with specific focus on those
experiencing homelessness
•Identification of additional programs that can be funded through the CDBG program to assist
the homeless residents of Carlsbad
May 18, 2021 Item #8 Page 115 of 308
COMMUNITY SERVICES |
HOUSING SERVICES: SUCCESSOR AGENCY
Account: 801 Fund: Trust Fund
ABOUT
The successor agency is responsible for preparing a recognized obligation payments schedule as
detailed by the State of California’s Department of Finance, listing the enforceable obligations of the
former redevelopment agency and their source of payment. This payment schedule is subject to
approval by the countywide oversight board.
SERVICES
• Participate in activities associated with the dissolution of the redevelopment agency
• Ensure payment of all debt obligations as approved by the Oversight Board
RECENT ACCOMPLISHMENTS
• Processed Recognized Obligations Payment Schedule for fiscal year 2021-22 for approval by
the countywide oversight board
• Received loan repayment from the successor agency and funding for payment on
redevelopment bond
GOALS | OBJECTIVES | PRIORITIES
• Continue to take actions to dissolve the former redevelopment agency in a timely manner
and ensure repayment of all approved debt obligations
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $47,752 $22,838 $30,004 $0
Retirement Benefits 19,343 13,170 7,196 0
Health Insurance 8,061 146 2,158 0
Other Personnel Expenses 2,672 3,315 952 0
Personnel Services Subtotal 77,828 39,469 40,310 0
Operating Expenses
Professional & Contract Services 681 6,008 38,000 25,000
Supplies & Materials 7,686 7,060 11,000 0
Repair & Maintenance 0 0 1,500 0
Interdepartmental Charges 44,267 45,660 46,005 7,295
Other Operating Expenses 1,639,106 1,115,400 1,796,708 1,035,200
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,691,740 1,174,128 1,893,213 1,067,495
TOTAL EXPENDITURES $1,769,568 $1,213,597 $1,933,523 $1,067,495
Full Time Positions 0.85 0.35 0.35 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 116 of 308
COMMUNITY SERVICES |
HOUSING SERVICES: TYLER COURT APARTMENTS
Account: 806 Fund: Special Revenue Fund
ABOUT
Tyler Court Senior Apartments is a city-owned 75-unit apartment complex. This complex provides for
100% affordable housing to senior households with incomes at 30% and 50% of the San Diego County
Area median incomes. The city has an agreement with a third party to manage the day-to-day
operations of the apartment complex. The property is intended to remain a senior-only development
according to its approved conditional use permit and continues to have income and rent restrictions
to be affordable to very low and extremely low-income households.
SERVICES
•Provide affordable housing to the senior community
GOALS | OBJECTIVES | PRIORITIES
•Continue to support the low-income senior community by offering affordable housing with
income and restrictions
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $0 $0 $0 $0
Retirement Benefits 0 0 0 0
Health Insurance 0 0 0 0
Other Personnel Expenses 0 0 0 0
Personnel Services Subtotal 0 0 0 0
Operating Expenses
Professional & Contract Services 192,932 304,613 309,546 305,230
Supplies & Materials 178,279 149,770 255,037 167,711
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 0 0 0 0
Other Operating Expenses 134,826 39,644 38,685 48,249
Capital Outlay 54,531 3,116 5,120 119,797
Operating Expenses Subtotal 560,568 497,143 608,388 640,987
TOTAL EXPENDITURES $560,568 $497,143 $608,388 $640,987
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 117 of 308
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: SUMMARY
LIBRARY & CULTURAL ARTS
• Administration
• Circulation Services
• Reference, Genealogy & Carlsbad History Services
• Children’s Services
• Collections & Technical Services
• Bilingual, Literacy & Lifelong Learning Services
• Community Relations
• Cultural Arts
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $5,637,609 $5,853,737 $6,296,303 $6,385,017
Retirement Benefits 1,192,438 1,065,603 1,107,392 1,066,402
Health Insurance 558,617 570,108 641,553 718,917
Other Personnel Expenses 285,752 271,854 176,604 239,379
Personnel Services Subtotal 7,674,416 7,761,302 8,221,852 8,409,715
Operating Expenses
Professional & Contract Services 670,957 565,152 685,010 797,429
Supplies & Materials 1,506,185 1,149,355 1,454,292 1,371,112
Repair & Maintenance 44,187 43,662 49,075 10,273
Interdepartmental Charges 2,683,080 3,144,952 2,857,734 3,195,050
Other Operating Expenses 552,684 530,040 579,200 518,996
Capital Outlay 170,984 82,463 0 0
Operating Expenses Subtotal 5,628,077 5,515,624 5,625,311 5,892,860
TOTAL EXPENDITURES $13,302,493 $13,276,926 $13,847,163 $14,302,575
General Fund $12,969,709 $13,030,148 $13,291,868 $13,780,555
Special Revenue Fund 332,784 246,778 555,295 522,020
TOTAL FUNDING $13,302,493 $13,276,926 $13,847,163 $14,302,575
Full Time Positions 50.50 52.50 52.50 52.50
Hourly/FTE Positions 59.83 61.66 62.06 63.66
May 18, 2021 Item #8 Page 118 of 308
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: ADMINISTRATION
Account: 0014010 Fund: General
ABOUT
Library & Cultural Arts Administration provides management and leadership for the delivery of library
and cultural arts programs and services; plans for the efficient use of resources and facilities;
coordinates relations with local, state and federal government agencies; and provides liaison services,
resource assistance and technical guidance to Library Board of Trustees, Arts Commission, Historic
Preservation Commission, the Friends of the Carlsbad Library, the Carlsbad Library & Arts Foundation,
the Carlsbad Friends of the Arts and the Serra Cooperative Library System.
SERVICES
•Conduct strategic planning, set programs and services, monitor and respond to industry
trends
•Manage personnel and volunteer recruitment activities, develop and maintain policies and
procedures, and provide centralized training services for all staffing and volunteer services
•Develop and monitor budgets, contract and grant administration, and purchasing and
accounting processes
•Develop and plan technology solutions to effectively deliver library and cultural arts services
•Participate in and promote public education pertaining to the general history of Carlsbad,
historic areas and sites
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $1,203,324 $1,186,404 $1,283,986 $1,242,852
Retirement Benefits 336,757 273,527 283,433 272,779
Health Insurance 158,599 121,529 124,564 166,532
Other Personnel Expenses 50,474 48,244 36,536 46,208
Personnel Services Subtotal 1,749,154 1,629,704 1,728,519 1,728,371
Operating Expenses
Professional & Contract Services 133,433 152,110 25,700 44,550
Supplies & Materials 120,090 108,870 131,012 99,756
Repair & Maintenance 42,042 41,821 45,855 7,053
Interdepartmental Charges 479,852 551,754 693,003 756,339
Other Operating Expenses 537,048 517,854 578,600 518,996
Capital Outlay 124,932 78,354 0 0
Operating Expenses Subtotal 1,437,397 1,450,763 1,474,170 1,426,694
TOTAL EXPENDITURES $3,186,551 $3,080,467 $3,202,689 $3,155,065
Full Time Positions 12.00 12.00 12.00 12.00
Hourly/FTE Positions 3.83 3.82 3.82 3.82
May 18, 2021 Item #8 Page 119 of 308
RECENT ACCOMPLISHMENTS
•Welcomed new organizational leaders, including a new library director and two new deputy
library directors
•Adjusted services in response to COVID-19 to provide continuous resources to the
community for the duration of the pandemic, including supporting staff in every division to
provide curbside and virtual services as alternatives to in-person services
•Developed the framework for integrating the library’s patron account system with the city’s
system for accepting payments to improve accuracy and efficiency
•Acquired a queuing application in partnership with the Information Technology Department
to manage capacity in library facilities as they return to in-person services
GOALS | OBJECTIVES | PRIORITIES
•As the COVID-19 pandemic retreats, return to full-services utilizing lessons learned to
provide a combination of in-person and virtual programs and services
•With new leadership in place, develop fresh goals and strategies to provide the best possible
service to the community
•Institutionalize ongoing talent management and succession planning practices
•Examine and adjust staffing models to optimize service levels
•Carefully manage department resources in a shifting economic environment
May 18, 2021 Item #8 Page 120 of 308
COMMUNITY SERVICES|
LIBRARY & CULTURAL ARTS: CIRCULATION SERVICES
Account: 0014015 Fund: General
ABOUT
Circulation Services maintains library patrons’ accounts and manages the shelving and circulation of
all library print and audiovisual materials.
SERVICES
•Respond to in-person, telephone, and email account inquiries
•Issue new and replacement library cards to borrowers and internet users
•Circulate print and audiovisual materials and answer collection related questions
•Track reserved and overdue items and sort, organize and shelve all library materials
•Collect fines and fees, reconcile daily transactions and oversee collection agency accounts
•Coordinate Carlsbad’s participation in county-wide delivery and return of Serra Cooperative
member library materials
•Collect retired flags from deposit boxes and deliver to the City of Carlsbad Fire Department
for proper disposal
•Conduct an annual inventory of the collection
•Maintain accuracy of user records through reports
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $869,886 $934,856 $936,680 $948,762
Retirement Benefits 108,809 109,433 104,014 93,502
Health Insurance 40,944 54,158 58,219 59,454
Other Personnel Expenses 54,765 50,810 26,123 38,161
Personnel Services Subtotal 1,074,404 1,149,257 1,125,036 1,139,879
Operating Expenses
Professional & Contract Services 0 0 0 0
Supplies & Materials 20,908 4,978 12,500 12,500
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 173,810 205,512 113,375 143,328
Other Operating Expenses 0 0 0 0
Capital Outlay 5,908 0 0 0
Operating Expenses Subtotal 200,626 210,490 125,875 155,828
TOTAL EXPENDITURES $1,275,030 $1,359,747 $1,250,911 $1,295,707
Full Time Positions 4.50 4.50 4.50 4.50
Hourly/FTE Positions 20.68 20.68 20.68 20.68
May 18, 2021 Item #8 Page 121 of 308
RECENT ACCOMPLISHMENTS
• Created and implemented a plan to provide curbside delivery of library items and program
supplies in response to the COVID-19 pandemic, utilizing staff from all library divisions and
Parks & Recreation
• Delivered over 200,000 physical items via curbside service
• Accepted more than 22,000 mail-in ballots during the November 2020 election
• Participated in the launch and testing of technology to streamline and improve community
member experiences, including the internal cashiering system, Carlsbad Connects app and
online web bill pay
• Tested the new self-check interface, which simplifies the patron experience
GOALS | OBJECTIVES | PRIORITIES
• Explore digital library card applications, mobile checkout devices and other efficiencies to
improve the customer experience
• Continue to improve the curbside material checkout experience
• Create a hybrid in-person and curbside circulation model
• Work with Information Technology partners to improve the library patron database systems
for a consistent patron experience
• Transition staff to a web-based interface for the library patron database
• Continue to expand the collection of staff training videos as new technology and software
are introduced
May 18, 2021 Item #8 Page 122 of 308
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: REFERENCE, GENEALOGY &
CARLSBAD HISTORY SERVICES
Account: 0014016 Fund: General
ABOUT
Reference Services staff assists the public with information needs; locates library materials for
patrons; provides instruction on resource use; performs research for the public, local business and
government; and provides readers’ advisory assistance. The Genealogy & Carlsbad History staff
provides reference and instructional assistance to patrons researching their ancestry and preserves
Carlsbad history materials for public research. The division works closely with the North San Diego
County Genealogical Society to provide educational genealogy programs for the community, and with
the city’s Historic Preservation Commission to support their work. Both areas support patrons’
increasing use of technology through digital literacy training and access to emerging technologies.
SERVICES
•Respond to in-person, telephone, email and text reference questions; provide instruction,
classes and tours; assist the public with access to digital resources; and administer services
to homebound patrons
•Support a collaborative learning environment where community members can express their
creativity through digital photography and editing, 3D printing and design, coding and
electronics, digital crafting, and media conversion
•Contribute to the management and selection of books, digital resources, audiovisual
materials, magazines, newspapers and other library materials
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $1,284,739 $1,354,842 $1,475,555 $1,496,551
Retirement Benefits 248,526 234,870 243,601 231,378
Health Insurance 87,605 99,799 107,905 141,457
Other Personnel Expenses 67,294 64,368 40,181 54,466
Personnel Services Subtotal 1,688,164 1,753,879 1,867,242 1,923,852
Operating Expenses
Professional & Contract Services 207 135 1,700 5,249
Supplies & Materials 8,806 10,894 16,699 9,798
Repair & Maintenance 1,770 1,204 1,920 1,920
Interdepartmental Charges 877,169 1,014,348 932,387 1,003,207
Other Operating Expenses 837 912 0 0
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 888,789 1,027,493 952,706 1,020,174
TOTAL EXPENDITURES $2,576,953 $2,781,372 $2,819,948 $2,944,026
Full Time Positions 11.00 11.00 11.00 11.00
Hourly/FTE Positions 15.35 15.35 15.35 15.35
May 18, 2021 Item #8 Page 123 of 308
• Provide community outreach activities such as visits to schools, senior centers, farmers’
markets and other community groups
• Manage the selection and organization of print and digital genealogy and Carlsbad history
resources, preserve archival collections, and provide instruction and assistance to patrons of
all ages researching genealogy or local history
• Coordinate with the North San Diego County Genealogical Society to schedule and provide
free educational genealogy programs
• Support the work of the City of Carlsbad’s Historic Preservation Commission through
research, digitization and programming
RECENT ACCOMPLISHMENTS
• Created connections for adults and teens by adapting book clubs and teen advisory board to
engaging virtual platforms
• Increased collections of eBooks and eAudiobooks, added 14 electronic databases and
introduced new app to Carlsbad school districts to expand students’ library materials access
• Offered safe, limited internet computer access, mobile printing and browsing for adults and
teens while adhering to COVID-19 restrictions
• Developed robust library-wide staff trainings in video and online platforms for staff
• Broadened the Grow Your Garden program partnership with Carlsbad Community Gardens
to distribute vegetable seeds through curbside pickup to the community
• Expanded homebound program to serve community members in need affected by COVID-19
• Transcribed oral histories in Carlsbad History Collection making the content of the recordings
keyword searchable. Completed pilot project to record oral histories remotely with Zoom
• Digitized Carlsbad High School Yearbooks, 1958-2015, in the Carlsbad History Collection and
Scanned 4,000 photographic prints in the Historic Photo Collection to archival standards
• Completed collection management projects in the Genealogy Collection including a
complete inventory, shelf-shift and weed of materials
• Piloted a series of on-demand genealogy education videos posted to the city’s YouTube
channel
• Offered live virtual educational genealogy programs through the city’s partnership with the
North San Diego County Genealogical Society, providing remote access to all seven
genealogy research databases and completing research via phone and email for patrons
• Created research files and digitized resources to support the work of the City of Carlsbad’s
Historic Preservation Commission
GOALS | OBJECTIVES | PRIORITIES
• Deliver newly designed Exploration HUB workshops
• Launch a new author programming team to discover, evaluate and create or augment
programming with author visits to the library or virtually
• Increase access to digitized archival materials located in the Carlsbad History Collection
through the selection and population of an improved digital asset management system
May 18, 2021 Item #8 Page 124 of 308
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CHILDREN’S SERVICES
Account: 0014035 Fund: General
ABOUT
The Children’s Services Division supports the educational, literacy, informational, cultural and
recreational needs of young patrons from babies through middle school-aged children. Youth-related
reference and readers’ advisory services are also offered to parents, caregivers and teachers.
SERVICES
•Develop and present educational programs for children year-round, including weekly early
literacy and educational programs, as well as special reading programs such as the annual
Summer Reading Adventure
•Promote literacy and the enjoyment of reading by connecting children with books through
personal interactions, programs and development of an age-appropriate collection
•Support digital literacy for children by providing computers with early literacy programs,
internet access and educational games as well as remote access to digital databases for
homework assistance
•Answer reference questions and assist in using the collection and internet computers for
research and homework
•Manage the Homework Zone program, which offers children in grades 1-12 personalized
homework assistance provided by volunteers
•Provide library instruction and tours for children and youth-related groups
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $638,805 $643,316 $697,071 $707,990
Retirement Benefits 146,113 125,364 127,899 127,331
Health Insurance 97,165 93,565 100,503 99,489
Other Personnel Expenses 33,788 31,529 19,890 27,004
Personnel Services Subtotal 915,871 893,774 945,363 961,814
Operating Expenses
Professional & Contract Services 0 0 0 0
Supplies & Materials 11,844 11,645 5,795 2,900
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 351,627 423,756 353,548 376,200
Other Operating Expenses 0 0 0 0
Capital Outlay 26,201 0 0 0
Operating Expenses Subtotal 389,672 435,401 359,343 379,100
TOTAL EXPENDITURES $1,305,543 $1,329,175 $1,304,706 $1,340,914
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 5.55 5.55 5.55 5.55
May 18, 2021 Item #8 Page 125 of 308
•Build community connections through story times, book talks and instructional sessions at
local schools and special events throughout the city
•Provide leadership opportunities and community service hours for teens
RECENT ACCOMPLISHMENTS
•Implemented weekly virtual children’s programs live on Facebook and Zoom
•Adapted to a fully virtual Summer Reading Adventure to align with COVID-19 guidelines,
including curbside delivery of reading rewards and virtual performances
•Created engaging and interactive experiences for children such as digital escape rooms and
online interactive stories
•Bolstered remote readers’ advisory services through the creation of online recommended
reading lists and reading recommendations form
•Participated in learning and development opportunities to successfully implement virtual
programs and services to children and their families
•Maintained relationships with community partners such as Love on a Leash and local schools
to provide unique virtual children’s programs and outreach
•Offered safe, limited internet computer access, including mobile printing and browsing for
children and their families
GOALS | OBJECTIVES | PRIORITIES
•Strengthen early literacy efforts by launching “1,000 Books Before Kindergarten” program
•Implement systemwide story time program standards
•Design and implement STEAM exploration and experiences for children and their families in
the Leichtag Family Foundation Discovery Room
•Design and implement improvements to the Cole Children’s picture book area to provide a
more attractive and interactive experience for young children and their families
May 18, 2021 Item #8 Page 126 of 308
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: COLLECTIONS & TECHNICAL SERVICES
Account: 0014040
1454010
1454011
Fund: General
Special Revenue-Gifts/Benefits
Special Revenue-Friends of the Library
ABOUT
Collections & Technical Services coordinates the selection of materials and manages collection
development and maintenance for all library facilities. Staff oversee selection, ordering, invoicing and
acquisition of library materials for the public, in both physical and electronic formats. Staff also
catalog and prepare library materials for public use, evaluate new content formats, devise new
cataloging and processing procedures as new formats are added and evaluate usage patterns for
electronic formats.
SERVICES
•Manage the selection of library materials in accordance with collection development policies
and industry practices to continue to meet the educational, lifelong learning and
entertainment needs of the community
•Source and purchase library materials, in physical and electronic format
•Track the ordering and invoicing of materials, working with department and city staff to
ensure timely payment to vendors
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $536,015 $571,168 $590,667 $599,069
Retirement Benefits 140,045 126,315 125,371 124,605
Health Insurance 76,874 83,845 90,138 84,483
Other Personnel Expenses 27,439 25,755 17,308 23,228
Personnel Services Subtotal 780,373 807,083 823,484 831,385
Operating Expenses
Professional & Contract Services 86,839 41,737 29,750 13,325
Supplies & Materials 1,218,800 895,706 1,153,389 1,109,389
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 136,204 166,164 180,240 201,943
Other Operating Expenses 419 456 0 0
Capital Outlay 4,625 4,109 0 0
Operating Expenses Subtotal 1,446,887 1,108,172 1,363,379 1,324,657
TOTAL EXPENDITURES $2,227,260 $1,915,255 $2,186,863 $2,156,042
General Fund $2,079,500 $1,812,494 $1,960,663 $1,963,006
Special Revenue Fund 147,760 102,761 226,200 193,036
TOTAL FUNDING $2,227,260 $1,915,255 $2,186,863 $2,156,042
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 2.88 2.88 2.88 2.88
May 18, 2021 Item #8 Page 127 of 308
•Create and maintain database records and label materials to allow patrons to discover and
locate items of interest
•Manage and reorganize physical shelving and location of materials as required to assist
patrons in finding materials of interest
•Perform Interlibrary Loans to provide patron access to materials outside the Carlsbad
collection
•Coordinate the removal of out-of-date or damaged materials to maintain a current and
desirable collection
•Use vendor reporting portals to track and assess patron use of electronic content
RECENT ACCOMPLISHMENTS
•Shifted budget allocations and staff time to support patrons’ ability to access more eBooks
and eAudio books during the COVID-19 pandemic
•Implemented innovative approaches to eBook circulation, including concurrent access to
titles where available, and a vendor service to provide better access to the top in-demand
titles
•Identified and worked with other divisions to add new eResources, including streaming video
services and over 2,000 eComics, in response to increased patron demand for online access
to popular digital content
•Created direct access in the public catalog interface to more than 18,000 eBook and
eMagazine titles provided by the State of California and more than 60,000 public domain
classic eBook titles
•Developed a new workflow and procedures to allow staff to work remotely while performing
all division functions and maintaining continuity of major division services for the duration of
the COVID-19 pandemic
•Modified labeling, shelving locations and database indexing to improve access and increase
findability of library materials such as in young adult fiction, music CDs and early literacy
books
GOALS | OBJECTIVES | PRIORITIES
•Review the library collections for diversity, equity, and inclusion to reflect best practices in
maintaining a timely, relevant and welcoming collection
•Perform a scheduled update of the Collection Development Policy to ensure both currency
and continuity of high standards in collection management
•Enhance patron access by updating labels, shelving locations and database indexing where
appropriate
•Participate in market and product analysis of discovery layer software with an eye towards
providing next generation catalog findability and patron access to the library collections,
both physical and electronic
May 18, 2021 Item #8 Page 128 of 308
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: BILINGUAL, LITERACY & LIFELONG
LEARNING SERVICES
Account: 001405X Fund: General
ABOUT
The Library Learning Center offers general library programs and services in addition to childhood,
family and adult literacy programs, collections and activities. A unique aspect of the Learning Center
is the integration of library services and direct reading and writing instruction across all ages and
stages of language and literacy learning from English-language acquisition through high school
diploma achievement. These services are provided through the collaboration of two library divisions,
Bilingual Services and Literacy Services that provide specialized library services and programs to
English and Spanish-speaking patrons and community members wanting to explore the language.
SERVICES
•Provide access to English/Spanish, bilingual and literacy materials for all ages
•Offer reading and writing help by trained volunteer tutors for English-speaking adults to
meet their life goals
•Provide English as a Second Language (ESL) classes in partnership with MiraCosta College
•Provide children’s activities in English, Spanish, and bilingual English/Spanish
•Facilitate the Homework Zone program, which offers homework assistance to school-age
students by volunteers
•Offer intensive reading help to elementary school-age children
•Manage an accredited Career Online High School diploma program and support students
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $363,504 $372,380 $456,495 $459,048
Retirement Benefits 66,491 62,788 75,604 69,403
Health Insurance 12,708 24,249 52,716 36,866
Other Personnel Expenses 21,425 19,569 12,919 17,862
Personnel Services Subtotal 464,128 478,986 597,734 583,179
Operating Expenses
Professional & Contract Services 1,744 6,362 1,575 1,575
Supplies & Materials 44,435 34,696 6,155 7,515
Repair & Maintenance 90 66 300 300
Interdepartmental Charges 456,462 538,416 407,358 456,757
Other Operating Expenses 7,507 8,943 600 0
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 510,238 588,483 415,988 466,147
TOTAL EXPENDITURES $974,366 $1,067,469 $1,013,722 $1,049,326
Full Time Positions 3.00 4.00 4.00 4.00
Hourly/FTE Positions 5.66 5.67 6.07 5.67
May 18, 2021 Item #8 Page 129 of 308
• Provide teen programs, concerts, and family events
• Offer book clubs, including Spanish-language and literacy book clubs
• Provide learning assistance in reading, writing and comprehension to students in partnership
with Carlsbad High School
RECENT ACCOMPLISHMENTS
• Offered virtual programming and hybrid models with programs and events
• Developed new digital literacy/technology capability that will serve Literacy Services learners
• Built capacity for family literacy programming supported with new California Library Literacy
Services grant funding
GOALS | OBJECTIVES | PRIORITIES
• Re-establish English as a Second Language class offerings in partnership with MiraCosta
College to include additional conversation skills classes
• Seek external partner to provide tax preparation assistance
• Onboard new Principal Librarian; re-establish staffing levels commensurate with services and
open hours
• Redesign the Learning Center’s public service areas for enhanced safety, ergonomics and
customer service
May 18, 2021 Item #8 Page 130 of 308
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: COMMUNITY RELATIONS
Account: 0014060
1454013
1454014
Fund: General
Special Revenue-Gartner Donation
Special Revenue-Benson Donation
ABOUT
The Community Relations Division coordinates the development, delivery and assessment of
programs for the community, performs outreach to promote departmental services and identifies
community needs, advances partnerships and provides a wide range of event management services
and related activities in support of programs staged in the Ruby G. Schulman Auditorium, George and
Patricia Gowland Meeting Room and other library venues. In addition, the Community Relations
Division assists with internal communications and external publicity for the department through print
and electronic publications, social media, digital signage and website and intranet management.
SERVICES
•Coordinate with the Communications & Engagement Department on marketing and publicity
for library and cultural arts programs and services, including website communications, e-
newsletters, social media initiatives and video productions
•Plan, execute and evaluate programs for adults including special events, author lectures,
play readings, film series, poetry readings, writing workshops and concert series
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $268,291 $240,524 $287,956 $275,713
Retirement Benefits 51,485 42,091 44,213 41,236
Health Insurance 45,104 37,951 40,687 44,244
Other Personnel Expenses 11,119 10,459 7,622 9,690
Personnel Services Subtotal 375,999 331,025 380,478 370,883
Operating Expenses
Professional & Contract Services 132,228 49,306 62,800 71,000
Supplies & Materials 60,666 56,152 116,547 98,350
Repair & Maintenance 285 557 1,000 1,000
Interdepartmental Charges 116,627 141,012 104,840 119,466
Other Operating Expenses 0 36 0 0
Capital Outlay 7,917 0 0 0
Operating Expenses Subtotal 317,723 247,063 285,187 289,816
TOTAL EXPENDITURES $693,722 $578,088 $665,665 $660,699
General Fund $540,111 $463,581 $464,955 $469,465
Special Revenue Fund 153,611 114,507 200,710 191,234
TOTAL FUNDING $693,722 $578,088 $665,665 $660,699
Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 2.35 3.33 3.33 3.33
May 18, 2021 Item #8 Page 131 of 308
• Manage the public rental use of three facilities including reservations, billing, room setup
and technical support
• Provide technical and event support for library and cultural arts programs
RECENT ACCOMPLISHMENTS
• Provided filming and editing to support virtual programming via Zoom, Facebook and
YouTube
• Managed internal and external communications regarding changes in service throughout the
duration of the COVID-19 pandemic
• Provided ongoing marketing and publicity for virtual alternatives to library and cultural arts
programs and services
GOALS | OBJECTIVES | PRIORITIES
• Re-establish programs presented in the auditorium
• Return to renting venues
• Create the design for the Ruby G. Schulman Auditorium audiovisual and lighting replacement
within the CIP process
• Continue to support production of virtual programs and performances
May 18, 2021 Item #8 Page 132 of 308
COMMUNITY SERVICES |
LIBRARY & CULTURAL ARTS: CULTURAL ARTS
Account: 001406X
148
175
Fund: General
Special Revenue-Special Events
Special Revenue-Schulman Endowment
ABOUT
The Cultural Arts Office plans, promotes and carries out visual and performing arts programs, arts
education activities, temporary and permanent public art and other cultural offerings to make
connections among artists, cultural organizations, community groups, businesses, visitors and
residents that sustain and promote a thriving, diverse and creative city.
SERVICES
•Present visual arts exhibitions, performing arts and film programming at the Ruby G.
Schulman Auditorium, the William D. Cannon Art Gallery and other Carlsbad locations
•Create, document and maintain the city’s permanent and temporary public art collection
•Administer the Community Arts Grant program with the Carlsbad Arts Commission and
community arts stakeholders
•Offer educational programs for youth and adults, including Three-Part Art, Family Open
Studios and summer workshop intensives, as well as partnering with Parks & Recreation
Department at Leo Carrillo Ranch Historic Park and community partners
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $473,045 $550,247 $567,893 $655,032
Retirement Benefits 94,212 91,215 103,257 106,168
Health Insurance 39,618 55,012 66,821 86,392
Other Personnel Expenses 19,448 21,120 16,025 22,760
Personnel Services Subtotal 626,323 717,594 753,996 870,352
Operating Expenses
Professional & Contract Services 316,506 315,502 563,485 661,730
Supplies & Materials 20,636 26,414 12,195 30,904
Repair & Maintenance 0 14 0 0
Interdepartmental Charges 91,329 103,990 72,983 137,810
Other Operating Expenses 6,873 1,839 0 0
Capital Outlay 1,401 0 0 0
Operating Expenses Subtotal 436,745 447,759 648,663 830,444
TOTAL EXPENDITURES $1,063,068 $1,165,353 $1,402,659 $1,700,796
General Fund $1,031,655 $1,135,843 $1,274,274 $1,563,046
Special Revenue Fund 31,413 29,510 128,385 137,750
TOTAL FUNDING $1,063,068 $1,165,353 $1,402,659 $1,700,796
Full Time Positions 4.00 5.00 5.00 5.00
Hourly/FTE Positions 3.53 4.38 4.38 6.38
May 18, 2021 Item #8 Page 133 of 308
•Implement programs featuring guest artist residencies and STEAM (Science, Technology,
Engineering, Arts and Mathematics) initiatives with Carlsbad schools
•Produce nine TGIF Concerts in the Parks with pre-shows showcasing local talent
•Work closely with Carlsbad Friends of the Arts on building their leadership and fundraising
capacity
RECENT ACCOMPLISHMENTS
•Presented two exhibits in the William D. Cannon Gallery: Edges Frayed and Four Visions,
which focused on local artists and featured a virtual workshop and tour
•Transitioned Family Open Studios from in-person to virtual, coinciding with the Cannon
Gallery exhibits
•Created at-home arts lessons for all ages, celebrating Black History Month and the Year of
the Woman
•Launched a web-based grants management application to improve the community arts grant
process to provide efficiency and a better user experience
•Planned numerous permanent installations, launched new temporary projects, assessed the
status of the existing public art inventory and placed the city’s first embedded artist per an
initiative in the Arts & Culture Master Plan
•Hosted guest artist residencies including outreach to the community with schools and
community groups such as La Posada de Guadalupe men’s shelter
•Launched Virtually Artful, a performing arts series, and Artist Talk, an interview series, both
reflecting programming trends in the arts and interests of an expanding audience
GOALS | OBJECTIVES | PRIORITIES
•Continue to address priority initiatives from the Arts & Culture Master Plan as directed by
City Council
•Develop curriculum and arts outreach programming to further extend arts experiences
throughout Carlsbad
•Create opportunities for residents to serve on arts committees alongside Arts
Commissioners to increase community feedback on arts topics
•Develop the second phase of the STEAM (Science, Technology, Engineering, Arts and
Mathematics) initiative focused on building curriculum for a school-year program with
community partners
•Explore an art kit subscription program for teachers including professional development in
arts education
•Explore new opportunities for virtual programming and the potential for a hybrid model with
existing programs and events and the potential for community partnerships
•Add public art installations to respond to community interest including new murals, lighting
installations and expansion of the Carlsbad Beach Chair throughout the city
•Continue public art maintenance and restoration process
May 18, 2021 Item #8 Page 134 of 308
COMMUNITY SERVICES |
PARKS & RECREATION: SUMMARY
PARKS & RECREATION
• Administration
• Recreation
• Parks and Trail Maintenance
• Street Tree Maintenance
• Median Maintenance
• The Crossings Golf Course
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $6,075,224 $6,366,613 $6,891,761 $7,026,639
Retirement Benefits 1,223,591 1,091,356 1,145,476 1,152,188
Health Insurance 499,377 509,416 629,667 746,925
Other Personnel Expenses 516,470 507,784 318,744 479,845
Personnel Services Subtotal 8,314,662 8,475,169 8,985,648 9,405,597
Operating Expenses
Professional & Contract Services 5,583,800 6,241,274 6,691,136 7,326,523
Supplies & Materials 1,426,487 1,046,876 1,167,121 1,108,803
Repair & Maintenance 49,796 45,433 77,664 4,850
Interdepartmental Charges 1,502,012 1,609,380 1,541,470 1,956,645
Other Operating Expenses 9,021,384 8,345,686 8,231,820 9,073,911
Capital Outlay 833,556 555,031 172,000 108,000
Operating Expenses Subtotal 18,417,035 17,843,680 17,881,211 19,578,732
TOTAL EXPENDITURES $26,731,697 $26,318,849 $26,866,859 $28,984,329
General Fund $17,165,407 $17,584,182 $17,993,237 $19,278,168
Enterprise Fund 7,794,389 7,033,434 6,571,000 7,231,000
Special Revenue Fund 1,771,901 1,701,233 2,302,622 2,475,161
TOTAL FUNDING $26,731,697 $26,318,849 $26,866,859 $28,984,329
Full Time Positions 55.00 55.00 55.00 56.00
Hourly/FTE Positions 89.61 89.61 77.83 80.26
May 18, 2021 Item #8 Page 135 of 308
COMMUNITY SERVICES |
PARKS & RECREATION: RECREATION
Account: 0014520-44
0014546-73
143
Fund: General
General
Special Revenue-Senior Program Donations
ABOUT
The Parks & Recreation Department offers a wide range of virtual and in-person programs and
services, including youth and adult sports, instructional classes, camps, aquatics, preschool, teens,
and special events. The department operates 336 acres of developed community parks and special
use areas, featuring multi-use fields, tennis courts, dog parks, skate parks, playgrounds, two historic
parks, a senior center, four multigenerational community centers and two aquatic centers.
SERVICES
•Provide information, enrollment, and registration services for programs and facilities
•Collect and account for revenue to ensure efficient and cost-effective programming
•Plan, conduct and supervise recreation operations and programs virtually, at community
centers, and at parks and other city facilities
•Process applications and issue permits for use of facilities
•Promote fair and efficient use of athletic facilities for resident nonprofit sports organizations
•Conduct cultural and historic park educational and interpretive programming
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $3,196,137 $3,408,780 $3,651,412 $3,714,640
Retirement Benefits 441,588 417,981 423,392 429,754
Health Insurance 141,666 159,154 203,977 241,393
Other Personnel Expenses 321,829 310,525 187,305 292,354
Personnel Services Subtotal 4,101,220 4,296,440 4,466,086 4,678,141
Operating Expenses
Professional & Contract Services 907,830 873,406 1,123,895 1,090,095
Supplies & Materials 758,271 654,168 709,803 655,350
Repair & Maintenance 4,417 1,669 3,050 4,050
Interdepartmental Charges 873,821 985,690 983,071 1,121,914
Other Operating Expenses 425,921 424,284 426,920 476,827
Capital Outlay 131,013 67,074 0 0
Operating Expenses Subtotal 3,101,273 3,006,291 3,246,739 3,348,236
TOTAL EXPENDITURES $7,202,493 $7,302,731 $7,712,825 $8,026,377
General Fund $7,097,001 $7,282,139 $7,608,325 $7,946,777
Special Revenue Fund 105,492 20,592 104,500 79,600
Total Funding $7,202,493 $7,302,731 $7,712,825 $8,026,377
Full Time Positions 19.25 18.25 19.25 19.40
Hourly/FTE Positions 74.68 79.70 71.84 74.28
May 18, 2021 Item #8 Page 136 of 308
• Instill values of good sportsmanship and respect in all recreation activities through T.R.U.S.T.
Program, or Teaching Respect, Unity and Sportsmanship through Teamwork
• Coordinate youth and adult competitive swim instruction and coaching
• Schedule use of pools for schools and clubs swim, water polo, and diving teams
• Educate the public and staff on first aid, CPR, AED and water rescue skills
• Serve as a certification site for aquatics training programs through the American Red Cross
• Provide parent participation preschool and toddler programs
• Provide teen programs incorporating fun and healthy activities in a supervised environment
• Arrange classes, seminars, transportation and professional services for seniors
• Arrange intergenerational programs that increase cooperation and interaction
• Provide congregate (when applicable under county and state public health orders related to
COVID-19) and home meals to seniors at little or no cost
• Manage volunteers which support the Senior Center, Leo Carrillo Ranch and special events
RECENT ACCOMPLISHMENTS
• Implemented innovative virtual and in-person educational class programming at the newly
restored stable within Leo Carrillo Ranch Historic Park
• Partnered with the Office of Innovation and Economic Development to support the Age-
Friendly Communities Project
• Presented session on eSports programs at California Parks and Recreation Society District 12
virtual workshop
• Received California Parks and Recreation Society District 12 Parks Make Life Better Spotlight
Award for Lantern Festival: A Night of Light & Reflection
• Responded to COVID-19 restrictions by completing safe reopening plans, new procedures
following state and county public health orders, rehiring staff, retraining staff on new
procedures, and modifying and preparing the facilities
• Staffed parks with monitors for ensuring compliance with public health orders; attempted to
educate non-compliant patrons and contacted the Police Department when unsuccessful
• Accommodated a significant increase in demand for the Senior Nutrition Meal Program due
to COVID-19 impacts by redeploying staff to deliver meals to homebound seniors during
lockdown periods and converting in-person dining at the senior center to curbside pick-up
• Provided numerous virtual recreation programs and events after cancelling in-person
programs due to COVID-19 restrictions
• Designed, developed and launched Spanish language guides for Leo Carrillo Ranch exhibits
and outdoor interpretive panels
• Completed design and installation of the Bunkroom Exhibit at Leo Carrillo Ranch
GOALS | OBJECTIVES | PRIORITIES
• Continue to accommodate a significant increase in demand for the Senior Nutrition Meal
Program due to COVID-19 impacts
• Continue to offer opportunities for virtual recreation activities in order to adapt to the
public’s health concerns with in-person programs
• Continue to offer modified in-person recreation programs and issue permits for modified
youth sports that follow state and county public health orders.
• Continue to monitor state and county public health orders for future reopening of facilities
and activities, and then proceed with implementation accordingly.
• Expand adult 50+ opportunities and collaborations beyond the Senior Center
May 18, 2021 Item #8 Page 137 of 308
COMMUNITY SERVICES |
PARKS & RECREATION: PARKS AND TRAIL MAINTENANCE
Account: 00146XX Fund: General
ABOUT
The Parks & Recreation Department maintains approximately 336 acres of developed community
parks and special use areas, 51 miles of trails, and 759 acres of habitat preserves, urban forests and
undeveloped lands.
SERVICES
•Manage turf, irrigation, drainage and landscaping at parks, civic facilities, beach accesses,
and school athletic fields
•Inspect and maintain restroom facilities and picnic areas
•Inspect and maintain tennis and basketball courts, soccer, softball and baseball and multi-
purpose fields, and tot lots
•Repair park structures, athletic field lighting, play equipment and other park fixtures
•Prune all trees on a 4 to 4.5-year cycle and a 2 to 2.25-year supplemental cycle for high-
maintenance trees
•Maintain existing citywide trails and coordinate development of new trails
•Manage trail volunteer program
•Oversee management and maintenance of preserves, urban forests, and undeveloped lands
•Coordinate coastal activities with the California Department of Parks and Recreation,
California Coastal Commission and lagoon foundations
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $1,338,424 $1,294,611 $1,518,927 $1,498,373
Retirement Benefits 380,340 311,227 337,554 333,989
Health Insurance 206,355 212,629 256,115 297,641
Other Personnel Expenses 110,701 100,107 66,104 93,915
Personnel Services Subtotal 2,035,820 1,918,574 2,178,700 2,223,918
Operating Expenses
Professional & Contract Services 3,467,616 4,111,422 3,813,391 4,367,891
Supplies & Materials 436,957 328,540 312,225 311,964
Repair & Maintenance 500 328 500 500
Interdepartmental Charges 465,867 501,436 426,242 580,718
Other Operating Expenses 1,216,285 1,145,543 1,232,100 1,273,770
Capital Outlay 2,542 13,820 0 0
Operating Expenses Subtotal 5,589,767 6,101,089 5,784,458 6,534,843
TOTAL EXPENDITURES $7,625,587 $8,019,663 $7,963,158 $8,758,761
Full Time Positions 19.35 19.45 19.85 19.45
Hourly/FTE Positions 7.25 7.25 3.10 3.10
May 18, 2021 Item #8 Page 138 of 308
RECENT ACCOMPLISHMENTS
•Assumed ongoing maintenance and preservation of 15 acres of the city-acquired open space
property on Aura Circle
•Resurfaced 10 tennis courts at Poinsettia Community Park
•Planted over 1,100 trees as part of the City Council-adopted Community Forest Management
Plan Update
•Planned, bid and administered contract for retrofit to LED fixtures on pathway lights and
parking lot lights at Stagecoach, Calavera Hills and Poinsettia Community Parks
•Assumed additional trash and restroom responsibilities from State of California Department
of Parks & Recreation along Carlsbad Boulevard and the lower seawall
•Managed project to install a new cellular tower array at Calavera Hills Community Park
•Developed and received City Council approval of the expansion of the Parks & Recreation
Department’s Memorial Program to include additional memorial items and locations
•Revised and updated the scope of work for all parks maintenance services categories and
advertised requests for bids on all five categories
•Reopened remaining amenities within the parks inventory under applicable state and county
COVID-19 guidance and protocols
•Maintained city parks, preserves, and beach accesses in accordance with the county COVID-
19 protocols, including supplemental sanitation services via an agreement with Urban Corps
GOALS | OBJECTIVES | PRIORITIES
•Assume maintenance responsibilities of the Calavera Hills Community Park Gateway upon
completion of construction
•Assume maintenance responsibilities of the Poinsettia Community Park Phase IV
Improvements
•Assume maintenance responsibilities at Buena Vista Reservoir Park upon completion of
construction
•Continue to maintain city parks, preserves and beach accesses in accordance with the county
COVID-19 protocols
•Provide staff and materials for a Beach Preservation Commission organized North Beach
clean-up event
•Replant parks and trails trees within vacancies created by prior removals, and plant new
parks and trails trees, in accordance with the Community Forest Management Plan
May 18, 2021 Item #8 Page 139 of 308
COMMUNITY SERVICES |
PARKS & RECREATION: STREET TREE MAINTENANCE
Account: 160 Fund: Special Revenue
ABOUT
The street tree maintenance assessment district provides maintenance to all city-accepted street
trees within the public right-of-way, including specialized maintenance for street trees in the
Downtown Carlsbad Village area.
SERVICES
•Inspect and prune city street trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year
supplemental cycle for high maintenance trees
•Respond to approximately 600 street tree service requests and provide storm and
emergency assistance as necessary
•Refine, support, administer and inspect canopy maintenance block pruning program
•Replant street trees within vacancies created by prior removals and plant new street trees
within public rights of way, in accordance with the Community Forest Management Plan
•Assume maintenance responsibility of new street trees within approved developments
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $183,185 $178,067 $216,653 $219,102
Retirement Benefits 49,386 45,310 48,104 47,992
Health Insurance 20,742 20,091 29,113 37,503
Other Personnel Expenses 13,392 13,281 9,343 13,932
Personnel Services Subtotal 266,705 256,749 303,213 318,529
Operating Expenses
Professional & Contract Services 347,999 306,927 530,090 530,090
Supplies & Materials 5,267 8,392 27,550 25,620
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 29,819 -1,897 8,957 61,316
Other Operating Expenses 8,599 5,034 8,000 8,000
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 391,684 318,456 574,597 625,026
TOTAL EXPENDITURES $658,389 $575,205 $877,810 $943,555
Full Time Positions 2.70 2.65 2.45 2.65
Hourly/FTE Positions 0.75 0.75 0.75 0.75
May 18, 2021 Item #8 Page 140 of 308
COMMUNITY SERVICES |
PARKS & RECREATION: MEDIAN MAINTENANCE
Account: 161 Fund: Special Revenue
ABOUT
The median maintenance assessment district provides landscape and irrigation maintenance for
approximately 68 acres of median planters and nine acres of developed parkways, including the
Downtown Carlsbad Village area.
SERVICES
• Administer and oversee landscape and irrigation maintenance for all city median planters
and developed parkways, including litter control, weed abatement, pruning, shrub and tree
refurbishment and irrigation repairs
• Inspect and prune median trees on a 4 to 4.5-year cycle, and a 2 to 2.25-year supplemental
cycle for high maintenance trees
• Replant median trees within vacancies created by prior removals and plant new median
trees within public roadways, in accordance with the Community Forest Management Plan
• Perform plan checks, conduct inspections, and assume maintenance responsibility for new
median planters and developed parkways constructed from city capital improvement
projects and private development
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $197,228 $254,209 $209,125 $213,845
Retirement Benefits 47,522 43,541 46,673 46,938
Health Insurance 20,770 20,371 29,101 23,827
Other Personnel Expenses 12,153 11,984 8,642 12,823
Personnel Services Subtotal 277,673 330,105 293,541 297,433
Operating Expenses
Professional & Contract Services 423,326 561,727 629,660 769,660
Supplies & Materials 9,012 569 31,400 31,313
Repair & Maintenance 0 0 0 0
Interdepartmental Charges (32,950) (84,034) (84,289) (81,281)
Other Operating Expenses 283,441 268,780 351,300 352,290
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 682,829 747,042 928,071 1,071,982
TOTAL EXPENDITURES $960,502 $1,077,147 $1,221,612 $1,369,415
Full Time Positions 2.25 2.20 2.00 2.20
Hourly/FTE Positions 0.78 0.78 0.78 0.78
May 18, 2021 Item #8 Page 141 of 308
COMMUNITY SERVICES |
PARKS & RECREATION: THE CROSSINGS GOLF COURSE
Account: 572 Fund: Enterprise
ABOUT
The Crossings at Carlsbad is an 18-hole municipal golf course and event facility. Amenities for public
use include a 6,835-yard championship golf course, a clubhouse complete with a golf shop, players’
lounge, banquet facilities, fireplace lit dining room, full-service kitchen, outdoor deck with ocean
views, and a three miles of hiking trails that connect to Veterans Memorial Park. JC Management, Inc.
manages this facility via an agreement with the Carlsbad Public Financing Authority.
SERVICES
•Administer management and operations agreement with JC Management, Inc.
•Maintain and renovate turf, landscaping, drainage and irrigation systems
•Maintain and repair clubhouse, snack bar, restrooms and picnic areas available for patrons
•Oversee food and beverage services at the Players’ Lounge, Canyons Restaurant and snack
bar
•Manage sales and marketing for golf and non-golf activities, special events, banquets,
weddings and other gatherings
•Train and oversee marshals, greeters and assistants servicing the course and clubhouse
RECENT ACCOMPLISHMENTS
•Implemented COVID-19 response through compliant, phased reopening plans in both golf
activity and food and beverage operations to allow revenues to reestablish while ensuring
protocols for patron safety remained firmly in place
•Enhanced wedding offerings by commencing the partial conversion of the existing women’s
locker room into a bridal preparation suite to further the appeal of The Crossings venue
•Initiated installation of a new monument sign at The Crossing Drive and Palomar Airport
Road, for greater visibility of the course and restaurant
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Operating Expenses
Professional & Contract Services 272,249 220,032 285,000 269,000
Supplies & Materials 0 0 0 0
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 0 0 0 0
Other Operating Expenses 6,990,393 6,411,296 6,114,000 6,854,000
Capital Outlay 531,747 402,106 172,000 108,000
Operating Expenses Subtotal 7,794,389 7,033,434 6,571,000 7,231,000
TOTAL EXPENDITURES $7,794,389 $7,033,434 $6,571,000 $7,231,000
Full Time Positions 0.00 0.00 0.00 0.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 142 of 308
•Purchased and installed Combi rationale ovens in the kitchen of The Canyons restaurant, to
expedite food preparation and service
•Completed irrigation coverage analysis and implemented adjustments to improve course
•Continued water conservation and turf replacement plan for areas out of play along Palomar
Airport Road
•Tilled, replenished sand and improved drainage in selective bunkers near the greens
•Monitored construction for the replacement of the liners in the two lakes on the course
•Improved drainage on select fairways and greens
•Began upgrading equipment fleet with battery operated utility vehicle
GOALS | OBJECTIVES | PRIORITIES
•Execute a Capital Improvement Plan with projects that have an anticipated return on
investment or are needed for maintenance effectiveness or safety considerations
•Install golf ball capture netting along the driving range and golf course maintenance facility
for safety considerations
May 18, 2021 Item #8 Page 143 of 308
ADMINISTRATIVE SERVICES
The Administrative Services Branch serves as a key
provider of both internal and external services to the city. The branch focuses on the delivery of financial,
human resources, innovation, economic
development and information technology
related services to city staff and the public as
well as promoting a strong local economy.
By supporting the city organization in
maintaining efficient and effective operations,
the departments within the Administrative
Services Branch play a key role in ensuring
prudent use of taxpayer resources as well as
attracting and retaining a talented and engaged city
workforce, and ensuring the economic vitality of the city.
Laura Rocha
Deputy City Manager, Administrative Services
760-602-2430
laura.rocha@carlsbadca.gov
May 18, 2021 Item #8 Page 144 of 308
May 18, 2021 Item #8 Page 145 of 308
ADMINISTRATIVE SERVICES |
ADMINISTRATION
Account: 0011110 Fund: General
ABOUT
Administrative Services Administration provides leadership, strategic vision and administrative
support to the Administrative Services Branch, comprised of Finance &Treasury, Human Resources &
Risk Management, Information Technology, and Innovation & Economic Development. Administrative
Services Administration works to add value to organizational processes and procedures to ensure
best practices are instituted and support the broader goals of the organization.
SERVICES
• Leadership and management support
• Long-range financial management and budget oversight
• Internal audit
RECENT ACCOMPLISHMENTS
• Recommended a strategically balanced budget, maintaining City Council approved reserve
levels
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $0 $0 $0 $344,395
Retirement Benefits 0 0 0 80,653
Health Insurance 0 0 0 44,483
Other Personnel Expenses 0 0 0 10,251
Personnel Services Subtotal 0 0 0 479,782
Operating Expenses
Professional & Contract Services 0 0 0 30,000
Supplies & Materials 0 0 0 5,290
Repair & Maintenance 0 0 0 200
Interdepartmental Charges 0 0 0 45,451
Other Operating Expenses 0 0 0 8,160
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 0 0 0 89,101
TOTAL EXPENDITURES $0 $0 $0 $568,883
Full Time Positions 0.00 0.00 0.00 3.00
Hourly/FTE Positions 0.00 0.00 0.00 0.50
May 18, 2021 Item #8 Page 146 of 308
•Completed fiscal year 2019-20 Internal Audit Plan comprised of a city-wide cash count, a
financial and compliance audit of The Crossings at Carlsbad Golf Course, credit card policy
and procedures compliance audit, and transient occupancy tax audits
•Developed Internal Audit Plan for fiscal year 2020-21 comprising of compliance with city’s
procurement processes, code enforcement policies and procedures, and policy compliance
with the Vice Narcotics Intelligence Unit buy fund
GOALS | OBJECTIVES | PRIORITIES
•Continue to ensure short and long-term financial status is healthy and sound
•Review opportunities for new and/or enhanced revenues
•Enhance training and resources for employees for job specific training and career
development
•Continue to enhance transparency, accountability, and integrity in all operational areas
•Review Administrative Services policies and procedures to continuously update, enhance,
and streamline
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
•Beginning this fiscal year, the Administrative Services Administration budget and the
associated three full-time employees and one part-time employee was transferred from the
Finance Department budget. For purposes of transparency and accountability, it will be
presented and reported as a separate department within Administrative Services.
May 18, 2021 Item #8 Page 147 of 308
ADMINISTRATIVE SERVICES |
FINANCE
Account: 0011310 Fund: General
ABOUT
As a steward of the city’s assets and liabilities, the Finance Department sets and implements a
strategic financial management plan and provides information in an effective and timely manner,
ensuring the city makes sound financial decisions.
SERVICES
• Long-range financial planning and budget management
• General accounting and reporting
• Treasury administration support
• Debt management
• Cashiering
• Purchasing
• Utility billing and business license
• Payroll and payment processing
• Receiving, messenger, and mail services
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $2,355,362 $2,726,186 $2,858,592 $2,524,627
Retirement Benefits 685,955 630,077 657,559 583,702
Health Insurance 340,102 379,662 420,038 411,702
Other Personnel Expenses 100,019 103,306 78,860 86,710
Personnel Services Subtotal 3,481,438 3,839,231 4,015,049 3,606,741
Operating Expenses
Professional & Contract Services 743,228 809,639 905,365 923,350
Supplies & Materials 288,100 259,124 368,110 329,870
Repair & Maintenance 15,938 11,157 19,100 12,350
Interdepartmental Charges 417,086 477,881 419,642 480,063
Other Operating Expenses 248,603 220,670 262,450 277,013
Capital Outlay 1,401 0 0 3,000
Operating Expenses Subtotal 1,714,356 1,778,471 1,974,667 2,025,646
TOTAL EXPENDITURES $5,195,794 $5,617,702 $5,989,716 $5,632,387
Full Time Positions 30.00 31.00 31.00 28.00
Hourly/FTE Positions 2.00 3.50 3.50 3.00
May 18, 2021 Item #8 Page 148 of 308
RECENT ACCOMPLISHMENTS
•Monitored the economy closely and continuously updated the city’s Ten-Year Financial
Forecast to ensure the General Fund remained in balance throughout the year
•Tracked and reported to the City Council all citywide costs related to COVID-19 and
identified potential funding sources for costs over budget and revenue shortfalls
•Presented quarterly financial updates to the City Council
•Upgraded the city’s current financial information system to the latest platform
•Completed the Master Fee Schedule update
•Maintained a balanced operating budget without using city reserves
•Implemented an upgrade to the city’s cashiering system to a PCI-compliant platform
•Implemented the use of electronic signatures for department and organizational documents
to streamline routing for approvals and reduce paper waste
•Implemented several internal audit recommendations, including additional guidance on the
taxability of transient rent receipts on the city’s website, to maximize the city’s revenue
•Implemented a new online payment portal for customers to pay various fees, including
transient occupancy tax, to increase efficiencies, tracking, and ease of use
•Assisted with program-specific external audits including Utilities, Public Works, and Police
•Developed a new false alarm billing system
•Developed and presented to City Council a new Long-term Capital Funding Policy
•Continued to develop future civil servants via the Finance internship program
GOALS | OBJECTIVES | PRIORITIES
•Continue to monitor the economy and its impact to the Ten-Year Forecast to ensure the
General Fund remains in balance
•Continue to seek funding opportunities related to COVID-19 costs and revenue shortfalls
•Continue supporting program-specific audit requests for funding the city receives
•Support the Utilities cost of service study for future rate adjustments
•Implement GASB 84 (fiduciary funds) and begin implementation of GASB 87 (leases)
•Expand the use of electronic bidding citywide to increase efficiencies in the procurement
process for staff and service providers
•Adopt a local debt policy in accordance with State Assembly Bill 1029
•Continue working with the Information Technology Department and Human Resources
Department to develop a strategic plan for future technology system consolidations
•Complete an administrative order on the use of outside legal counsel and expert advisors
•Continue working with Construction Management and Inspection on the refunding of
outstanding developer deposits
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
•The budget associated with three full-time employees and one part-time employee was
transferred from Finance to the newly-established Administrative Services Administration
division. This included the budget for the city’s internal audit manager position.
May 18, 2021 Item #8 Page 149 of 308
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES
Account: 00115XX Fund: General
ABOUT
The Human Resources Department provides services for the employees of the city so they, in turn,
can provide the highest level of service to the public. The responsibilities of the department serve to
support the creation of a high-performance work culture that can carry out the vision for the
organization as defined by the City Council and the City Manager. The primary objectives are
achieving compliance with federal and state mandates, making process improvements to increase
efficiency and effectiveness, and helping the city remain resilient while delivering exceptional service.
SERVICES
•Employment compliance
•Recruitment and onboarding, which includes managing the city internship program
•Workforce planning
•Employee engagement, learning and development
•Employee relations
•Labor relations
•Classification and compensation
•Employee benefits and personnel actions
•Employee leaves of absence
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $1,180,144 $1,588,487 $1,592,924 $1,535,708
Retirement Benefits 285,678 319,916 360,396 335,265
Health Insurance 108,454 144,408 166,202 137,086
Other Personnel Expenses 39,956 51,042 42,110 48,524
Personnel Services Subtotal 1,614,232 2,103,853 2,161,632 2,056,583
Operating Expenses
Professional & Contract Services 1,282,206 1,379,795 1,925,280 1,749,780
Supplies & Materials 108,032 87,230 113,870 88,774
Repair & Maintenance 625 0 0 0
Interdepartmental Charges 198,380 233,256 238,072 331,524
Other Operating Expenses 357,530 498,379 571,250 570,350
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,946,773 2,198,660 2,848,472 2,740,428
TOTAL EXPENDITURES $3,561,005 $4,302,513 $5,010,104 $4,797,011
Full Time Positions 10.00 14.00 14.00 13.00
Hourly/FTE Positions 0.70 2.20 2.20 2.20
May 18, 2021 Item #8 Page 150 of 308
RECENT ACCOMPLISHMENTS
• Provided all state and federally mandated training to all employees so that the city is
compliant with state and federal law
• Offered over 130 online classes in fiscal year 2020-21 to support the organization’s learning
needs; in addition to the professional growth and leadership training, introduced new topics
such as mental health and well-being and unconscious or implicit bias
• Filled over 300 vacant full-time and part-time positions in fiscal year 2019-20 and expect to
fill over 250 positions in fiscal year 20-21
• Conducted multiple executive recruitments without the use of independent contractors
resulting in substantial cost savings
• Negotiated a labor contract with Carlsbad City Employees’ Association
• Negotiated a side letter with Carlsbad Firefighters’ Association Inc. modifying the city’s
calculation of the Fair Standards Act regarding overtime
• Partnered with multiple departments to create a COVID-19 task group to support employees
• Implemented new policies and practices to comply with new legal mandates and managed
employee leave of absences related to the COVID-19 public health emergency while
continuing to provide essential services in a fully online platform
• Offered a variety of diversity, equity and inclusion trainings and created an employee
committee to implement a diversity, equity and inclusion program
• Conducted a total compensation review of over 200 full time and part time classifications
• Met and conferred with bargaining units on policies such as, but not limited to,
telecommuting, the Families First Coronavirus Response Act, Injury and Illness Prevention
and Administrative Order No. 3, Fleet Management
Recruitment (Full and Part-Time) FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
Number of applicants processed 8037 9544 9455 9131 8012
Number of new hires 260 292 309 339 248
Number of promotions (full-time only) 31 58 53 70 66
GOALS | OBJECTIVES | PRIORITIES
• Continue to maintain compliance with all state and federal employment laws
• Continue to support the organization’s learning and development needs
• Develop new “Let’s Connect” program, for performance management
• Deploy learning management system citywide
• Continue to develop diversity, equity and inclusion program
• Implement new or updated employment and labor compliance policies
• Negotiate labor contracts with Carlsbad Police Officers’ Association and Carlsbad Police
Management Association, effective Jan. 1, 2022
• Conduct employee engagement survey
• Continue to convert storage of paper files to electronic files
• Review employee benefits to maintain compliance and industry standards
• Continue to increase use of data analytics in all program areas to be used citywide
• Expand social media outreach for recruitments
• Continue to collaborate with other North Zone fire agencies to conduct joint promotional
assessments to save time and money and improve processes
May 18, 2021 Item #8 Page 151 of 308
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: RISK MANAGEMENT
Account: 6121930 Fund: Internal Service
ABOUT
Risk Management administers funding of the self-insured and insured portions of the city’s liability
insurance program which helps protect the city’s financial interests. Risk Management works closely
with the City Attorney’s Office and outside legal counsel to monitor, control, and resolve litigated
claims. Risk Management also works to recover monetary losses to city property caused by the
negligence of third parties. The risk manager serves as the city’s Americans with Disabilities Act
Coordinator and assists with ongoing efforts of the city to comply with Title II of the ADA.
SERVICES
•Handle all liability claims received by the city
•Litigation management
•Loss prevention
•Purchase of insurance products
•Subrogation
•Insurance review for contracts
•Safety program oversight
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $190,251 $205,024 $203,117 $199,626
Retirement Benefits 56,399 49,807 49,987 48,212
Health Insurance 18,370 23,304 21,590 33,628
Other Personnel Expenses 7,183 7,172 5,697 6,726
Personnel Services Subtotal 272,203 285,307 280,391 288,192
Operating Expenses
Professional & Contract Services 1,124,861 1,405,177 1,813,288 2,041,500
Supplies & Materials 8,443 7,675 10,692 5,103
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 19,750 24,324 10,649 23,207
Other Operating Expenses 756,332 785,969 569,719 849,700
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 1,909,386 2,223,145 2,404,348 2,919,510
TOTAL EXPENDITURES $2,181,589 $2,508,452 $2,684,739 $3,207,702
Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 152 of 308
RECENT ACCOMPLISHMENTS
•Completed comprehensive COVID-19 prevention plan for distribution to entire city staff
•Inspected all city buildings and reviewed comprehensive re-opening plan in anticipation of
full re-opening of city facilities
•Continued to expand market search for bids for property and liability insurance
•Maintained 79% recovery rate of monetary losses to city property caused by the negligence
of third parties
GOALS | OBJECTIVES | PRIORITIES
•Continue enhancement of the city’s safety program to ensure better safety training of
employees and fewer accidents
•Continue aggressive follow-up on subrogation efforts to increase city loss recoveries
•Assist with deployment of new learning management software which will greatly assist with
managing the ongoing safety training program
•Develop an Americans with Disabilities Act strategic plan to continue to increase the
effectiveness of the city’s program to prevent discrimination against qualified individuals
with disabilities on the basis of disability in its services, programs or activities
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
•Significantly increased budgeted insurance premiums to cover anticipated higher liability and
property insurance premiums for the coming year
May 18, 2021 Item #8 Page 153 of 308
ADMINISTRATIVE SERVICES |
HUMAN RESOURCES: WORKERS’ COMPENSATION
Account: 6111520 Fund: Internal Service
ABOUT
This internal service fund is used to support the work-related injury and illness program.
SERVICES
•Work with injured employees and physicians to ensure timely medical treatment
•Coordinate employees’ return to work, including light duty assignments
•Work directly with injured employees to settle outstanding claims without litigation
•Minimize the number of lost days of work due to work-related injuries and illnesses
RECENT ACCOMPLISHMENTS
Workers’ Comp Claims FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
Total open claims 200 196 232 236 230
Total closed claims 117 115 73 148 139
Average days lost per claim 40 57 87 63 69
Number of litigated claims 9 9 1 3 1
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $101,677 $111,118 $107,285 $79,331
Retirement Benefits 28,140 25,091 25,546 17,890
Health Insurance 7,449 7,734 10,801 22,088
Other Personnel Expenses 3,664 3,825 2,952 2,680
Personnel Services Subtotal 140,930 147,768 146,584 121,989
Operating Expenses
Professional & Contract Services 439,935 432,300 537,000 761,000
Supplies & Materials 0 0 0 0
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 600 492 970 710
Other Operating Expenses 4,830,053 3,126,938 2,980,000 3,050,000
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 5,270,588 3,559,730 3,517,970 3,811,710
TOTAL EXPENDITURES $5,411,518 $3,707,498 $3,664,554 $3,933,699
Full Time Positions 1.00 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 154 of 308
• Continued to expand market search for bids for excess workers’ compensation insurance
• Partnered with the Fire Department to create a COVID-19 task group to support employees
• Implemented new policies and practices to comply with new legal mandates and managed
employee leave of absences related to the COVID-19 public health emergency while
continuing to provide essential services
GOALS | OBJECTIVES | PRIORITIES
• Continue to improve systems to monitor lost days of work
• Continue to share workers’ compensation data with management to effect change,
especially in key departments
• Continue to make recommendations to reduce the number of days an employee is out of the
workplace due to a work-related cause
• Ensure employees receive timely treatment to reach maximum medical improvement
• Develop workers’ compensation strategic plan and data analytics
May 18, 2021 Item #8 Page 155 of 308
ADMINISTRATIVE SERVICES |
INFORMATION TECHNOLOGY
Account: 640, 641 Fund: Internal Service
ABOUT
The Information Technology Department supports the technology needs of all city departments.
There are seven divisions within Information Technology, each with specific responsibilities to help
the other city departments meet their goals.
SERVICES
•Administer and oversee the department’s use of resources and formation of priorities
•Support operations through implementation and support of technology infrastructure
•Implement and support enterprise software applications and systems
•Implement and support citywide geographic information system
•Provide project management services to ensure all technology implementations and system
upgrades are performed in a standardized methodology
•Provide client services through a service desk, PC support and strategic initiatives
•Support public safety through technology implementation and support specifically designed
for the unique requirements of the Police and Fire Departments
•Oversee information technology security policies and practices as well as threat investigation
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $3,094,376 $3,848,307 $4,151,703 $4,202,169
Retirement Benefits 939,690 878,094 953,176 978,885
Health Insurance 338,039 433,595 544,799 604,865
Other Personnel Expenses 120,562 133,527 113,354 136,928
Personnel Services Subtotal 4,492,667 5,293,523 5,763,032 5,922,847
Operating Expenses
Professional & Contract Services 1,515,879 1,104,497 1,548,600 1,440,900
Supplies & Materials 272,898 213,292 209,830 121,700
Repair & Maintenance 2,645,674 1,219,973 3,192,416 3,924,685
Interdepartmental Charges 26,611 21,948 26,077 32,769
Other Operating Expenses 1,510,858 1,198,176 1,694,296 1,824,512
Capital Outlay 1,969,090 300,236 1,133,659 1,102,365
Operating Expenses Subtotal 7,941,010 4,058,122 7,804,878 8,446,931
TOTAL EXPENDITURES $12,433,677 $9,351,645 $13,567,910 $14,369,778
Full Time Positions 32.00 35.00 37.00 37.00
Hourly/FTE Positions 1.50 3.00 1.00 1.00
May 18, 2021 Item #8 Page 156 of 308
RECENT ACCOMPLISHMENTS
•Replaced staff identity management solution
•Upgraded Council Chambers audio visual hardware and software, city’s internet website,
internal financial system, Public Works work order software, Human Resources interview
room equipment, GIS-based CIP project intake apps and associated dashboards, and audio-
visual hardware in meeting rooms
•Implemented Carlsbad Digital Information Network, Carlsbad Connects application, learning
management system, computer training course catalog, Laserfiche enterprise content
management system, Leo Carrillo Park GIS StoryMap, performance metrics and dashboards,
security tools and Unified Communications System
•Completed over 9,500 service desk tickets and assumed management of departmental
mobile accounts
•Continued to modernize and strengthen information technology infrastructure and install
closed circuit video cameras at various city locations
GOALS | OBJECTIVES | PRIORITIES
•Upgrade Hansen, timekeeping, intranet, enterprise GIS platform, ServiceNow Service
Portal, and EnerGov permitting and land development system and migration to new online
customer portal
•Implement project portfolio management, enterprise asset management, utility analytics,
electronic reviews, virtual permit counter, older GIS-based web application replacement,
ArcGIS Pro migration, self-service GIS apps in Portal for mapping, notifications and mailing
lists
•Begin procurement of a new computer-aided dispatch/mobile system, staff report
management system, and new false alarm billing system
•Expand software for records management system forms and business process automation,
deploy a GIS landing page on the city Internet including an Open Data Portal for self-serve
data requests, deploy additional GIS dashboards and StoryMap, and expand
Fire and Police Department analytics
•Continue modernization and strengthening of information technology infrastructure,
deployment of the Carlsbad Digital Information Network, building capacity of data-driven
government, deployment of applications for various departments in support of the city’s
data science efforts, development of cyber security program, installation of closed-circuit
video cameras at various city locations, and consolidation of active directory environments
•Develop assessment tools to identify strategies, an action plan for information technology
service improvements for addressing gaps in IT services and Digital Transformation
Requirements, and planning for consolidation and replacement of core systems
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
•Incorporated information technology maintenance-related budget items existing in various
other departments’ accounts into the Information Technology Department’s account
beginning with 640, for a total budget increase of $481,000
May 18, 2021 Item #8 Page 157 of 308
ADMINISTRATIVE SERVICES |
INNOVATION & ECONOMIC DEVELOPMENT
Account: 0011035 Fund: General
ABOUT
Innovation & Economic Development (I&ED) works to support a vibrant and diverse economy by
bringing a culture of innovation and collaboration among city departments, and regular engagement
with the business community. Through innovative programming and business support services, I&ED
supports economic growth, oversees COVID-19 economic recovery and revitalization, attracts new
businesses in targeted industries, partners with regional economic developers and solidifies the city’s
position as a key employment hub. I&ED also provides governance and training for citywide data
initiatives to power data-driven decision making with analytics and data visualization.
SERVICES
• Conduct business expansion, attraction and retention efforts to promote a robust economy
• Serve all industry sectors through innovative efforts in talent attraction, traded economies,
and fostering of business clusters that provide for an inclusive economy
• Develop and maintain innovative business support programs, and act as the city’s liaison to
the business community to remove barriers to economic growth and vitality
• Provide governance and training for citywide data initiatives to power data-driven decision
making with advanced analytics and data visualization
• Provide citywide training in design thinking, strategic planning, innovation thinking, process
improvement and re-engineering, data management, data analytics and data visualization
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $311,941 $193,649 $645,240 $646,452
Retirement Benefits 88,947 49,387 111,987 142,175
Health Insurance 28,474 20,012 56,671 61,563
Other Personnel Expenses 9,847 7,676 16,525 19,443
Personnel Services Subtotal 439,209 270,724 830,423 869,633
Operating Expenses
Professional & Contract Services 142,984 724,785 193,975 213,000
Supplies & Materials 40,528 49,821 32,534 64,879
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 36,435 41,148 53,845 104,284
Other Operating Expenses 14,544 10,917 21,100 12,830
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 234,491 826,671 301,454 394,993
TOTAL EXPENDITURES $673,700 $1,097,395 $1,131,877 $1,264,626
Full Time Positions 3.00 2.00 4.00 4.00
Hourly/FTE Positions 0.00 0.50 1.00 1.00
May 18, 2021 Item #8 Page 158 of 308
•Provide data systems consultation, evaluation, migrations and data system upgrades to
ensure business continuity while replacing legacy systems
RECENT ACCOMPLISHMENTS
•Managed the city’s response to address the challenges of the business community COVID-
19, including partnering in joint communications to Carlsbad businesses with the Carlsbad
Chamber and Carlsbad Village Association, providing direct support to over 600 Carlsbad
businesses, hosting COVID-19 response webinars and overseeing the Economic Recovery and
Revitalization Initiative in coordination with the City Council
•Established small business support programming through the Economic Revitalization and
Recovery Initiative including a small business loan program and Gift Carlsbad
•Developed quarterly economic scans to understand city's economic health and conducted
multiple business sentiment surveys to understand current and expected challenges
•Launched a re-imagined Carlsbad Life in Action talent attraction campaign including a new
website with an improved design and a message focused on talent and business support
•Led the Age-Friendly Carlsbad initiative, a cross-departmental project supported by AARP
and funded by the San Diego Foundation to create the city’s first Age Friendly Action Plan
•Spurred the creation of innovative data visualization tools as a part of the COVID-19
response including mapping open restaurants, city-to-city COVID-19 case trendline,
Emergency Operations Center dashboards, a situational awareness heatmap for first
responders and automated city facility occupancy estimates
•Developed a data inventory and began the cross-departmental development of a citywide
data policy for the collection, management and governance of city data
•Created a central resource for data collection and analysis of city data assets
•Collaborated with various departments on developing data-aware strategies on improving
operations
•Provided direct training to department analysts on using data visualization tools to allow for
"data insights self-service"
GOALS | OBJECTIVES | PRIORITIES
•Set a foundation to "build back better" for economic recovery and revitalization
•Expand and optimize support services for Carlsbad businesses and city departments
engaging with businesses
•Convene industry advisory groups to ensure the city is aware of current and anticipated
challenges for our diverse business community
•Create and deploy new and innovative programs to support business resiliency
•Support cross-departmental functions to maximize efficiency
•Develop a coordinated approach to citywide data driven decisions
•Develop a training program for performance management, data, and continuous
improvement
SIGNIFICANT CHANGES IN THIS YEAR’S BUDGET
•Combined Innovation, account 0011033, with Economic Development, account 0011035, to
form a new single account 0011035
May 18, 2021 Item #8 Page 159 of 308
ADMINISTRATIVE SERVICES | MISCELLANEOUS NON-DEPARTMENTAL
Account: 0019xxxx Fund: General
ABOUT
The miscellaneous non-departmental accounts for all General Fund transfers to other funds,
City Council contingencies and other miscellaneous General Fund expenses, such as outside
legal counsel, property tax administration fees, citywide dues and subscriptions and
Innovation Fund expenditures.
The budgeted transfer from the Infrastructure Replacement Fund is a return of funds for Fire
Station 4, CIP project #47401, as funds were no longer needed for its expansion.
COVID-19 related fiscal year 2019-20 expenditures associated with the COVID-19 Economic
Recovery and Revitalization Initiative and COVID-19 specific expenditures that the city
believes are recoverable through various reimbursements.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Miscellaneous Non-Departmental Expenditures
Legal Services $793,094 $697,114 $750,000 $1,200,000
Community Contributions 11,213 7,983 0 0
Personnel Related 149,563 152,582 284,000 850,000
Professional Services 39,830 39,195 42,000 42,000
Property Tax and Other Administration 660,633 658,895 725,000 750,000
Dues and Subscriptions 51,688 71,519 75,000 80,000
COVID-related 0 910,211 0 0
Other Miscellaneous Expenditures 738,439 3,860,320 0 0
Miscellaneous Non-Departmental Subtotal 2,444,460 6,397,819 1,876,000 2,922,000
General Fund Transfers
Transfer to General Capital Construction Fund 0 5,111,500 4,500,000 5,353,000
Transfer to Infrastructure Replacement Fund 10,681,000 5,111,500 1,000,000 5,353,000
Transfer from Infrastructure Replacement Fund 0 0 0 -5,070,000
Transfer to LLD #1 (Medians & Trees)775,000 950,000 700,000 1,190,000
Transfer to Storm Water Program 219,274 303,052 309,000 322,000
Miscellaneous Transfers Out 1,500,000 2,090,114 500,000 0
General Fund Transfers Subtotal 13,175,274 13,566,166 7,009,000 7,148,000
City Council Contingencies
Contingencies (Adopted budget)0 0 1,500,000 500,000
TOTAL EXPENDITURES $15,619,734 $19,963,985 $10,385,000 $10,570,000
May 18, 2021 Item #8 Page 160 of 308
May 18, 2021 Item #8 Page 161 of 308
POLICY &
LEADERSHIP
The City of Carlsbad follows a council-
manager form of government,
where elected City Council
members provide direction on the
policies and regulations that
govern the operations of the city.
The Policy & Leadership branch
includes the following areas:
•Office of the City Council
•Office of the City Treasurer (elected)
•Office of the City Manager
•Office of the City Attorney
•Office of the City Clerk (elected)
•Communication & Engagement
The City Council appoints the city manager, city attorney and
members of the city’s boards, commissions and committees. The Office of the City Manager
handles administration and oversight of the city organization, including hiring the city workforce,
supervising city departments and ensuring the City Council’s policy priorities are met.
Scott Chadwick
City Manager
760-434-2820
manager@carlsbadca.gov
May 18, 2021 Item #8 Page 162 of 308
May 18, 2021 Item #8 Page 163 of 308
POLICY AND LEADERSHIP |
OFFICE OF THE CITY COUNCIL
Account: 0011010 Fund: General
ABOUT
As the legislative body of the city, the Office of the City Council establishes the policies and
regulations under which the city operates.
SERVICES
The City Council, as a legislative body, approves direction, policies and regulations that govern the
operations of the city. The City Council appoints residents to serve on various boards and
commissions and may serve as city representatives on regional boards such as SANDAG, North
County Transit District and the San Diego County Water Authority.
GOALS | OBJECTIVES | PRIORITIES
The Carlsbad City Council chose its top priorities during a day-long goal setting workshop March 11,
2021. Recognizing the added needs brought on by the COVID-19 pandemic, the City Council voted to
bring four goals forward as part of the city budget for fiscal year 2021-22, which starts July 1.
The four goals are:
• Reduce the homeless unsheltered population, among those who want help, by 50% within five
years, and provide quarterly progress reports until the city hits that goal
• Bring the city’s Fire Department into conformance with Standards of Cover evaluation, a
comprehensive review of fire and emergency medical services that identified the need for
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $232,248 $260,589 $277,960 $286,814
Retirement Benefits 36,522 51,736 59,609 60,010
Health Insurance 71,804 71,041 98,843 102,479
Other Personnel Expenses 5,143 7,726 6,940 6,142
Personnel Services Subtotal 345,717 391,092 443,352 455,445
Operating Expenses
Professional & Contract Services 31,050 1,815 46,000 46,000
Supplies & Materials 22,640 10,756 23,416 24,929
Repair & Maintenance 20 0 0 0
Interdepartmental Charges 28,585 34,992 25,039 79,815
Other Operating Expenses 21,431 27,873 48,510 43,786
Capital Outlay 3,943 0 0 0
Operating Expenses Subtotal 107,669 75,436 142,965 194,530
TOTAL EXPENDITURES $453,386 $466,528 $586,317 $649,975
Full Time Positions 2.00 2.00 2.00 2.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 164 of 308
additional staffing and facilities to address the city’s changing demographics and development
patterns
• Engage the community through a citizens committee to create a new plan to manage growth in
Carlsbad in a way that maintains an excellent quality of life
• Conduct a facilitated City Council workshop to work on team building and City Council
communication and an ethics ordinance to support the delivery of superior public service
The City Council also said it wanted to see three key areas integrated into everything the city does:
• Diversity, equity and inclusion
• Meaningful and early public engagement
• Technology infrastructure
May 18, 2021 Item #8 Page 165 of 308
POLICY AND LEADERSHIP GROUP |
OFFICE OF THE CITY TREASURER
Account: 0010310 Fund: General
ABOUT
The Office of the City Treasurer provides cash and investment management services which adhere to
the city’s Investment Policy and meet the changing investment needs of the city to optimize
investment returns, consistent with maintaining safety of principal, ensuring sufficient liquidity, and
return on investment.
SERVICES
•Cash management
•Investment management
•Reporting and oversight
RECENT ACCOMPLISHMENTS
•Researched and expanded investment opportunities into municipal bonds
•Expanded the cash handling process
•Worked with the Finance Department to upgrade the city’s safe and armor pickup system
•Assisted with planning and implementation of the new payment portals for permitting
•Worked with the Finance Department on the upgrade of the city’s financial information
system
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $97,241 $84,431 $88,610 $88,744
Retirement Benefits 21,136 20,613 22,573 20,406
Health Insurance 13,793 21,316 26,339 28,773
Other Personnel Expenses 3,544 2,892 2,390 2,707
Personnel Services Subtotal 135,714 129,252 139,912 140,630
Operating Expenses
Professional & Contract Services 55,151 60,974 71,100 70,600
Supplies & Materials 2,094 2,081 2,590 2,414
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 19,120 23,460 29,088 32,683
Other Operating Expenses 146 17 1,400 4,425
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 76,511 86,532 104,178 110,122
TOTAL EXPENDITURES $212,225 $215,784 $244,090 $250,752
Full Time Positions 0.75 1.00 1.00 1.00
Hourly/FTE Positions 0.00 0.00 0.00 0.00
May 18, 2021 Item #8 Page 166 of 308
GOALS | OBJECTIVES | PRIORITIES
• Anticipate and meet the changing investment needs of the city in order to optimize
investment returns, consistent with maintaining safety of principal while ensuring sufficient
liquidity and return on investment
• Further develop the City Treasurer page of the city’s website, informing the community of
the mission of the City Treasurer, the city’s Investment Policy, and investment activities
• Use the City Treasurer page of the city’s website as a forum to receive and respond
community comments and questions
• Continue to participate in the city’s Citizens Academy
• Use innovative solutions to fund modern and secure cash handling solutions even in
uncertain times
May 18, 2021 Item #8 Page 167 of 308
POLICY AND LEADERSHIP |
OFFICE OF THE CITY MANAGER
Account: 0011010 Fund: General
ABOUT
The Office of the City Manager is dedicated to continuous improvement that fosters the well-being of
a high performing organization that delivers impactful results to further the public good.
SERVICES
The City Manager’s Office provides City Council support, administrative leadership of city operations,
policy development management, monitors and manages legislative affairs, and provides general
management of public communication and engagement.
RECENT ACCOMPLISHMENTS
•Combined the City Clerk’s Office with the Policy and Leadership Division to streamline
processes and add efficiencies in the day-to-day operations of the City Council and City Clerk
•Prioritized the development of a project status tracking dashboard for projects of interest to
the City Council and constituents
•Directed enhanced community engagement for city issues and projects, providing input from
diverse stakeholders to the City Council to support decision making
•Continued to evaluate and update policies and procedures with the goal of ensuring they are
relevant, modernized, efficient and optimized to inform organizational activity
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $1,354,934 $1,608,369 $1,080,470 $1,097,959
Retirement Benefits 389,327 387,446 355,799 282,128
Health Insurance 147,142 175,974 138,311 144,821
Other Personnel Expenses 36,993 46,837 26,550 32,234
Personnel Services Subtotal 1,928,396 2,218,626 1,601,130 1,557,142
Operating Expenses
Professional & Contract Services 205,775 154,796 378,865 377,365
Supplies & Materials 47,616 37,432 50,445 43,129
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 113,697 135,204 98,479 104,918
Other Operating Expenses 25,450 32,175 24,375 29,543
Capital Outlay 8,774 -3,272 0 0
Operating Expenses Subtotal 401,312 356,335 552,164 554,955
TOTAL EXPENDITURES $2,329,708 $2,574,961 $2,153,294 $2,112,097
Full Time Positions 9.00 12.00 7.00 7.00
Hourly/FTE Positions 0.00 0.50 0.00 0.00
May 18, 2021 Item #8 Page 168 of 308
•Led the continued development of a cross-departmental infrastructure prioritization process
for the Capital Improvement Program that will lead to more efficient evaluation and
deployment of projects
•Led the city’s response to the COVID-19 public health emergency, including the transition to
a fully functional virtual City Hall, activation of the city’s Emergency Operations Center,
directing the day-to-day provision of city operations and emergency services, and
dissemination of up-to-date information to the public
•Reduced and restructured the city budget in response to COVID-19 related economic
impacts
•Administered the 2020 municipal and presidential election and onboarded District 4
Councilmember Acosta
•Supported Clean Energy Alliance start-up and preparations for 2021 community choice
aggregation program launch
•Facilitated community engagement on Police Department civilian oversight
GOALS | OBJECTIVES | PRIORITIES
•Effectively manage the response, reopening and recovery related to the COVID-19 public
health emergency
•Ensure the most efficient and effective provision of city services while adapting to changing
financial conditions
•Adapt community engagement and transparency efforts to foster authentic civic
engagement with residents, organizations and businesses through alternative methods due
to public health restrictions
•Increase intergovernmental collaboration and legislative advocacy with local, state and
federal governments to further the City Council adopted legislative platform and support as-
needed special projects
May 18, 2021 Item #8 Page 169 of 308
POLICY AND LEADERSHIP |
OFFICE OF THE CITY ATTORNEY
Account: 0011210 Fund: General
ABOUT
The Office of the City Attorney consists of the city attorney, three assistant city attorneys, two deputy
city attorneys and support staff. The city attorney is appointed by the Mayor and the City Council.
SERVICES
• Advise the City Council, committees, boards and commissions
• Prepare and review ordinances and resolutions
• Provide legal opinions on questions from the City Council, City Manager or other city officers
• Attend City Council meetings as well as meetings of other boards and commissions as
deemed necessary
• Negotiate and prepare all contracts
• Represent the city in court proceedings and report to the City Council on litigation
• Enforce city laws and regulations
• Prepare contracts, forms and instruments for approval or execution
• Appear on behalf of the city before regulatory and legislative agencies
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $1,102,174 $1,260,706 $1,302,493 $1,320,642
Retirement Benefits 332,628 311,635 336,023 338,520
Health Insurance 91,565 114,307 151,239 148,875
Other Personnel Expenses 32,067 36,928 32,617 38,788
Personnel Services Subtotal 1,558,434 1,723,576 1,822,372 1,846,825
Operating Expenses
Professional & Contract Services 4,322 2,576 3,445 3,445
Supplies & Materials 57,966 44,218 46,894 41,341
Repair & Maintenance 1 0 0 0
Interdepartmental Charges 114,498 122,472 97,350 129,456
Other Operating Expenses 16,428 17,218 17,257 16,069
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 193,215 186,484 164,946 190,311
TOTAL EXPENDITURES $1,751,649 $1,910,060 $1,987,318 $2,037,136
Full Time Positions 7.00 8.00 8.00 8.00
Hourly/FTE Positions 0.50 0.00 0.00 0.00
May 18, 2021 Item #8 Page 170 of 308
RECENT ACCOMPLISHMENTS
•Prepared emergency documents related to COVID-19
•Advised the City Council, City Manager and city staff on legal issues related to state and
council health orders
•Assisted with community discussions related to police oversight
•Worked with Police Department to obtain Gun Violence Restraining Orders as appropriate
for domestic violence and mental health incidents
•Participated in and advised the City Council Legislative, Municipal Code, and Economic
Revitalization subcommittees
•Resolved complex code enforcement cases to benefit the community and residents
•Reviewed and advised on numerous contracts, public records requests and council inquiries
GOALS | OBJECTIVES | PRIORITIES
•To provide quality and timely legal advice to all elected and appointed city officials and all
branches, assisting them in making sound legal decisions to carry out the goals of the City
Council
•Complete comprehensive update of Municipal Code, City Council policies and administrative
orders
•Support the City Manager in strategic operations related to ongoing and significant capital
projects
May 18, 2021 Item #8 Page 171 of 308
POLICY AND LEADERSHIP|
OFFICE OF THE CITY CLERK
Account: 0010210
0011610
Fund: General
ABOUT
The Office of the City Clerk serves as a vital link between city government and those it serves,
providing access to public records, publishing City Council agendas, preparing minutes and serving as
the city’s election official.
SERVICES
•Prepare City Council agendas
•Prepare minutes
•Complete legal noticing and publishing
•Maintain Fair Political Practices Commission filings
•Maintain Carlsbad Municipal Code
•Codification of the Carlsbad Municipal Code
•Maintain, preserve and provide access to all legislative documents
•Administer elections
•Notarize documents
•Provide proofs of life certifications
•Assist City Attorney’s Office with citywide ethics training
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $458,564 $586,938 $620,594 $630,775
Retirement Benefits 119,040 118,851 135,664 132,962
Health Insurance 74,685 102,851 110,015 106,349
Other Personnel Expenses 20,830 23,359 16,375 20,069
Personnel Services Subtotal 673,119 831,999 882,648 890,155
Operating Expenses
Professional & Contract Services 39,907 24,427 75,500 100,500
Supplies & Materials 89,381 80,672 97,330 66,406
Repair & Maintenance 966 677 5,221 5,221
Interdepartmental Charges 129,043 144,324 120,660 156,387
Other Operating Expenses 80,611 44,318 81,800 81,800
Capital Outlay 0 0 0 0
Operating Expenses Subtotal 339,908 294,418 380,511 410,314
TOTAL EXPENDITURES $1,013,027 $1,126,417 $1,263,159 $1,300,469
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 1.00 1.00 1.00 1.00
May 18, 2021 Item #8 Page 172 of 308
•Ensure public records are archived, preserved and accessible to the public
•Respond to Public Records Act Requests
•Process subpoenas, summons and claims
•Develop and implement records management and document management programs
•Process recorded documents and bond releases
•Provide document research assistance to staff and the public
•Provide training and support to various department personnel designated to scan
documents into the city’s records repository
•Manage and coordinate destruction of records past retention
RECENT ACCOMPLISHMENTS
•Conducted 2020 General Municipal Election
•Updated Carlsbad Municipal Code relating to elections, campaigns and campaign
contributions
•Updated staff report templates
•Began the process to conduct redistricting in the City of Carlsbad
•Revised and updated the records retention schedule for City Council adoption
•Migrated 450,000 records from HP Records Manager application to Laserfiche
•Implemented new Laserfiche application, including the public weblink and internal weblink,
providing greater transparency on the city website by providing access to more public
records
•Provided training of Laserfiche application citywide
•Began digital conversion of all mylar drawings and maps from central files at the Faraday
Center, allowing physical space to become available
GOALS | OBJECTIVES | PRIORITIES
•Implement a new council inquiry platform to allow City Council members to efficiently
obtain information for constituents
•Automate the staff report routing process
•Evaluate feasibility of offering passport application acceptance services
•Continue to systematically update the Carlsbad Municipal Code
•Provide greater transparency on the city website by providing access to more public records
•Provide Citywide Public Records Act training and training on proper maintenance of records
•Implement and train city staff regarding records retention schedule
•Continue to collaborate with various departments on digitizing their documents
•Continue to conduct departmental records audits
May 18, 2021 Item #8 Page 173 of 308
POLICY & LEADERSHIP |
COMMUNICATION & ENGAGEMENT
Account: 0011012
1381010
Fund: General
Special Revenue – Local Cable Infrastructure
ABOUT
The goal of the city’s communication and engagement program is to ensure mutually beneficial, two-
way communication with internal and external audiences about city issues and services, leading to a
more responsive and transparent government. This program is carried out by communicating about
issues of interest to the community; developing meaningful public involvement programs for city
issues that engage the community in city decision making; increasing government transparency and
service by providing timely, accurate and easy to understand information about city programs and
services; promoting participation in library, cultural arts, parks and recreation programs and services;
helping city staff be aware of and understand city issues; providing ongoing communication skills
training for city staff; and providing communication support during activation of the city’s Emergency
Operations Center.
2018-19
Actual
2019-20
Actual
2020-21
Budget
2021-22
Budget
Personnel Services
Salaries & Wages $555,168 $784,116 $864,646 $887,064
Retirement Benefits 131,675 140,573 158,022 171,276
Health Insurance 55,556 105,126 122,921 123,779
Other Personnel Expenses 21,853 29,037 22,360 27,831
Personnel Services Subtotal 764,252 1,058,852 1,167,949 1,209,950
Operating Expenses
Professional & Contract Services 644,444 468,064 404,206 575,250
Supplies & Materials 257,868 156,765 164,585 128,091
Repair & Maintenance 0 0 0 0
Interdepartmental Charges 125,026 144,600 134,952 172,377
Other Operating Expenses 21,886 26,296 29,069 30,505
Capital Outlay 59,523 4,242 143,000 0
Operating Expenses Subtotal 1,108,747 799,967 875,812 906,223
TOTAL EXPENDITURES $1,872,999 $1,858,819 $2,043,761 $2,116,173
General Fund $1,602,350 $1,651,700 $1,692,761 $1,771,173
Special Revenue Fund 270,649 207,119 351,000 345,000
Total Funding $1,872,999 $1,858,819 $2,043,761 $2,116,173
Full Time Positions 7.00 7.00 7.00 7.00
Hourly/FTE Positions 3.39 3.50 3.50 3.50
May 18, 2021 Item #8 Page 174 of 308
SERVICES
•Develop informational materials including fact sheets, flyers, newsletters, Q&A documents,
videos and other communication pieces that further understanding of city issues, news,
services and events
•Enhance online communication by managing the city’s website, social media, email
communication and other digital communication channels
•Enable the community to watch City Council meetings and find out about city issues, news,
services and events on a 24/7 cable channel stream
•Increase community outreach and involvement by developing programs that enhance public
involvement in city government decision making
•Provide accurate, timely information to the media
•Provide communication skills training to city staff
•Provide internal communication that is easy to access, through a variety of channels, that is
of interest to and affects city employees
•Maintain a trained team of city staff and updated action plan to ensure the community has
access to important information and communication during an emergency
RECENT ACCOMPLISHMENTS
•Provided seven-day a week community updates on the COVID-19 pandemic, including 107
editions of the City Manager’s Update
•Launched an updated city website
•Designed and supported public involvement processes on issues including the Housing
Element Update, age-friendly cities, Monroe Street Pool improvements, new City Hall and
Civic Center and civilian oversight of the Police Department
•Wrote or edited 137 responses to community members’ inquiries and 213 City Council staff
reports
•Prepared more than 5,000 social media posts, resulting in 147,500 engagements
•Increased Instagram followers to 15,000, an increase of 25%
•Increased Twitter followers to 20,000, an increase of 15%
•Maintained an email database of 71,815 and distributed a total of 466 targeted emails
regarding city issues, programs and events
•Produced and distributed more than 250 news releases, columns and articles about city
services, issues and programs
•Produced 138 videos and generated a total of 1.5 million YouTube channel impressions
•Increased YouTube subscribers to 2,101 or 23%
GOALS| OBJECTIVES | PRIORITIES
•Support the city’s ongoing COVID-19 response and changes in city services and programs
resulting from the emergency
•Develop early and meaningful opportunities for the community to engage with the city
about issues affecting their lives
•Continue the transition to new digital communication channels to reduce printing and paper
usage and make access to city information convenient for those who prefer these channels
•Promote awareness and engagement in City Council goals, including homelessness, growth
management and fire service
May 18, 2021 Item #8 Page 175 of 308
STRATEGIC DIGITAL TRANSFORMATION
INVESTMENT PROGRAM
The Strategic Digital Transformation Investment Program, or SDTIP, is a comprehensive approach to
planning for and funding digital transformation efforts throughout the city. It is informed by the City
Council approved Connected Carlsbad: An Inclusive City Innovation Roadmap, the Internal Digital
Information Network Action Plan, the Information Technology Strategy, and complimented by a five-
year projected roadmap of digital transformation investments. The SDTIP is the strategic plan for
technology and digital transformation combined with project descriptions, costs, funding sources and
timelines. The purpose of this new program is to provide for an annual investment strategy, not a
commitment for spending, and outlines a five-year expenditure plan for future digital transformation
and technology projects and the corresponding revenues necessary to pay for them.
Connected Carlsbad: An Inclusive City Innovation Roadmap
Connected Carlsbad: An Inclusive City Innovation Roadmap, presented to the City Council in January
2019, was designed to provide a high-level, organized guide to the principles that matter to the city in
creating a more connected community. This roadmap and its associated action plan were based on
City Council approved projects, existing city documents, and previous Information Technology
Department assessments and interviews with departments, combined with a global scan of other
cities and best practices that have emerged from leading smart city thinkers and Carlsbad-specific
community engagement. The SDTIP expands Connected Carlsbad to include a strategy for evaluating
and prioritizing projects and a five-year investment roadmap that includes estimated costs and
timelines. This new investment program continues to be organized into the five primary goal areas
approved by Council in Connected Carlsbad:
•Pursue Communitywide Digital Transformation focuses on the foundational elements,
including connectivity, up-to-date hardware and software, and a robust security strategy
while providing an aspirational vision for the future.
•Build Capacity for Data-Driven Government focuses on the policies, procedures and staffing
necessary for the city to fully capture the value of emerging models of data analytics.
•Foster a Vibrant Civic Engagement Culture builds upon the first two goals with a human-
centered perspective that an engaged city that uses data and technology in a way that
respects people and their privacy will support a vibrant culture where residents,
organizations and businesses are invested in their community and its future.
•Enhance Accessibility and Transparency recognizes that open government and approaching
problem-solving from an accessibility perspective leads to better outcomes for all.
•Promote Safety and Sustainability Through Connectivity leads to understanding the
interconnected nature of our communities that can achieve environmental, mobility and
sustainability goals when approached in a cross-departmental and community informed
manner.
Once the Council adopts the proposed SDTIP, projects receive an appropriation that authorizes
spending in the amount specified for the adopted fiscal year only. Estimated budget information is
shown for a five-year period to provide the most comprehensive information about known future
projects. Spending authority in future years is not granted until adoption of the annual proposed
SDTIP budget associated with each year.
May 18, 2021 Item #8 Page 176 of 308
INVESTING IN DIGITAL TRANSFORMATION
As the city continues to grow and develop, the use of technology has also grown exponentially over
the last two decades. The SDTIP outlines the financial resources needed to ensure that the
technology infrastructure is in place to enable the city to provide services to the community. Prudent
financial planning will ensure that ongoing funding for investment in technology is available.
PROJECT EVALUATION
Making decisions on technology implementations is a challenging and complex task. The challenging
nature of these decisions is exacerbated by the expanding reach of technology and the increasingly
interdisciplinary nature of emerging technologies. A major component of the SDTIP is the
establishment of a cross-departmental approach to technology leadership to evaluate, prioritize,
budget for and adopt digital transformation efforts. A new administrative order has been developed
that provides a collaborative forum for key staff to validate and prioritize technology
implementations. This approach also provides a structured venue to explore how particular
configurations of a technology implementation may positively or negatively affect others within the
organization. The process to evaluate digital transformation initiatives is ongoing and meetings may
be held on a monthly, bimonthly or quarterly basis depending on the need.
A number of factors are considered when putting together projects for the five-year program. All
digital transformation and technology projects shall be consistent with:
Proposed projects are evaluated and prioritized by a set of criteria that include:
•Alignment with City Council goals and IT strategic plans, architecture, security and
technology standards, including legislative and regulatory mandates, and administrative
goals
•Coordination of IT investments across the enterprise to avoid duplication, maximizing the
return on investment and increasing efficiency
Strategic Digital
Transformation
Investment
Program
Public health and safety
City Mission, Vision and Organizational Values
Community values
City Council goals
Governing and policy documents
Funding availability
Environmental review
Technology standards and strategic plans
May 18, 2021 Item #8 Page 177 of 308
•Effective articulation of the business case including valid operational benefits of the project
•Accuracy and reasonableness of cost and benefit estimates
•Consideration of potential project risks and identification of appropriate means to manage
those risks
•Adherence to standard project management practices
•Capacity of staffing resources to implement the project
As the SDTIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs
and schedules to responsibly and cost-effectively manage city resources.
May 18, 2021 Item #8 Page 178 of 308
INFORMATION TECHNOLO GY STRATEGY
Although digital transformation is a collaborative effort involving all city departments, Information
Technology is the core department that is responsible for delivering projects approved in the SDTIP
and ensuring that technology implementations operate efficiently and effectively support the
delivery of services to the city’s residents, businesses and visitors.
Core Service Areas of the Information Technology Department
The IT Department is organized into five divisions: Enterprise Applications, Infrastructure and
Operations, Geographic Information Systems, Public Safety Technology and Administration. These
five divisions work together to provide services in three core areas that are crucial to digital
transformation efforts:
Guiding Principles
The Information Technology Department has established guiding principles by which all technology
services will be implemented and managed:
•Reliable – Technology or service provided must be reliable, operate with minimal disruption
and implemented in a manner that provides redundancy and disaster recovery
•Secure – In today’s high cyber threat environment all technology implementations must
adhere to industry security best practices and provide as few entry points to potential
intruders as possible
•Scalable – The service or technology must be able to grow to meet future demands of the
city as well as adjust to new technology and business processes
•Unified – The application must follow industry standards and best practices to ensure that it
will seamlessly integrate into the city’s technology environment and support the combined
operation of all city technology needs
•Cost-effective – The network must provide excellent value to the city as compared to
current commercial offerings
•Support transparency and business intelligence – The technology should provide the ability
for data analytics and business intelligence as well as data openness and transparency and
adhere to the city’s data governance policies
The strategy presented here provides a high-level view into the IT departments approach to the three
core service areas and how the guiding principles are implemented.
Applications
Enterprise applications
Geographic Information Systems
Public Safety technology
Business systems
Infrastructure
Networking
Datacenter systems
Client systems
Security
Administration
Contracts and agreements
Accounts payable
Asset replacement
May 18, 2021 Item #8 Page 179 of 308
Service Area: Applications
The software applications that the IT department supports can be divided into four distinct
categories: Enterprise Applications, Geographic Information Systems, Public Safety Technology and
Business Systems. All of these categories work closely and collaboratively to support the major
software systems that are used by the city to ensure that city staff have the technology tools and
data necessary to do conduct their core business functions and make data driven decisions.
Enterprise Applications
The Enterprise Applications Division is divided into three sections: project management, database
management and enterprise application management.
The project management team provides project management support for larger technology initiatives
including new implementations as well as upgrades to existing technology implementations. The
project management team also provides support, guidance and assistance to other city departments
that are managing smaller technology projects and assists departments in submitting project
proposals as part of the SDTIP.
The database management team provides technical support and expertise related to the city’s
database infrastructure. This includes ensuring the city’s database infrastructure is stable, secure and
readily available to support the city’s enterprise applications. Additionally, the database management
team works closely with the city’s business intelligence and data analytics manager on initiatives
related to data governance and operational analytics.
The enterprise applications management team provides technical support and expertise related to
the city’s portfolio of enterprise applications. Enterprise applications are the major applications, such
as the central finance system and public works enterprise asset management system, used by the city
to accomplish its core business functions. The team is divided into three groups supporting dedicated
departments within the city. One team supports the Public Works and Community Development
departments, another team support the Human Resources and Finance departments, and another
group supporting the remaining departments. The enterprise applications team also provides web
administrative support for the city’s internet website as well as assisting with the branding and
configuration of other city web-based applications.
The applications in the city’s application portfolio are fundamental to the city’s ability to carry out its
core business functions. Implementing applications requires a significant investment of city resources
in cost and staffing. As the city looks to upgrade existing applications or implement new applications,
it is imperative that these initiatives are evaluated to ensure they align with the city’s strategic vision
and its goal of being a digital city leader.
Applications in the city’s application portfolio must have the following attributes:
•Reliable – The application must operate with minimal disruption. This includes being
implemented in a manner that provides redundancy and disaster recovery
•Secure – In today’s high cyber threat environment the application must adhere to industry
security best practices and provide as few entry points to potential intruders as possible
•Scalable – The application must be able to grow to meet future demands of the city as well
as adjust to new technology and business processes
•Integrated – The application must follow industry standards and best practices to ensure
that it will seamlessly integrate into the application portfolio
May 18, 2021 Item #8 Page 180 of 308
•Data capability and management – The application must provide the ability for data
analytics and business intelligence as well as data openness and transparency, while also
adhering to the city’s data governance policies
•Value – The application must provide an identifiable benefit to the city and its residents
commensurate with the cost to implement and maintain it
Geographic Information Systems
Geographic Information Systems Division provisions a location intelligence platform which enables
the city to capture, manage, analyze and visualize spatial data. This enhances the city’s data-driven
decision making by providing access to authoritative geospatial datasets and services to numerous
citywide applications in areas such as determining addressing, parcel boundaries, zoning areas, street
centerlines, and utilities.
The goal of GIS is to roll-out out a next generation, web-based portal to put dynamic mapping and
spatial analytics into the hands of city staff to use in their day-to-day work. In addition, the city is
implementing a new business model for expanding the use of GIS technology and deploying new
applications and solutions.
In consideration of the important role GIS and location intelligence plays in city operations, both
today and going forward, the following guiding principles are highlighted:
•Reliable – Applications and solutions must be available with minimal disruption
•Accessible – GIS provides unique capabilities to see patterns and develop insights about data
and can enable this insight via dashboards and applications so city leadership and staff can
make better, data-driven decisions
•Enabling – Maps are an easy way to communicate with residents and can power a robust
citizen engagement strategy
•Scalable – To meet current and future demands, Web GIS provides a new, modern platform
to share maps and data to various devices and applications in support of various city efforts,
like Connected Carlsbad
•Cost-effective – A new GIS business model will decrease the time it takes to deploy GIS-
based applications while empowering departments to leverage location intelligence
Public Safety Technology
The Public Safety Technology Division provides application and hardware support to the city’s Police
and Fire departments. Regional information sharing amongst law enforcement agencies along with
Joint Powers Authority membership for the city’s Fire Department requires IT to always think beyond
just the city boundaries. With so much information being warehoused throughout the county, it is
important to have a mechanism to intelligently display and interpret all this data.
Some of the technology supported by this team that is crucial to the provision of public safety
services include:
•Computer aided dispatch – Software used to dispatch officers to calls for service safely and
securely
•Crossroads – Software used to provide electronic citations and record traffic accidents out in
the field
•Quartermaster – Software that catalogs all evidence, both physical and digital, for the Police
Department
May 18, 2021 Item #8 Page 181 of 308
•Street Fire reconnaissance and exploitation management systems – Database software
used by the Fire Department to record calls for service and provide medical response to the
public
•Emergency reporting – Software used by the Fire Department to conduct yearly inspections
of various businesses and buildings throughout the city
The goal of the Public Safety Technology Division is to implement the next generation of cloud-based
applications to assist first responders in completing their day-to-day tasks. The ability to provide
mobile information out in the field has driven the pursuit of various cloud technologies. To align with
federal and state mandates, it is imperative that any solutions the city implements meet or exceed
these government standards surrounding security.
Business Systems
The business systems team consists of technologists that are embedded into the Public Works, Parks
& Recreation, Library & Cultural Arts, Finance and Community Development departments. These
technologists specialize in the business processes of their respective departments, assist in the
administration of that department’s enterprise applications and serve as the technology liaison
between Information Technology and the department. The goal of the business systems team is to
investigate business systems, identify options for improving business systems and bridge the needs of
the business through technology solutions.
Service Area: Infrastructure and Operations
Infrastructure technologies are the foundation of all other digital services that Information
Technology provides. Without these systems, data cannot be transported, processed or stored.
Examples of these foundational technologies include the digital information network, approved by
City Council in 2019, which will provide fundamental data transport services for the city. Another
example would be the identity automation platform, OKTA, which allows users to use a single identity
or password to access multiple city systems and automates the creation and deletion of user
accounts.
The COVID-19 pandemic response has changed the way city staff perform their work. The
Infrastructure and Operations Division has played a critical role in enabling the city to continue
providing services to residents while working remotely. This includes rapid adoption of tools such as
Microsoft Teams and Zoom. Among other things, these tools have allowed the city to continue
providing access to public meetings in a safe manner which supports the city’s goal of providing
accessibility and transparency.
The IT Infrastructure and Operations Division manages these technologies and is divided into four
sections: client systems, datacenter systems, networking, and security. Each section of the IT
Infrastructure and Operations team supports multiple technologies that make up the technical
services that they are responsible for delivering.
The client systems section provides endpoint support to all information systems users in the city. This
includes deployment and support for desktops, laptops and mobile devices including smart phones
and tablets. They also act as the first level of support in the IT department at the Service Desk. This is
where incoming technical issues are first triaged, and where most problems are solved. Those issues
that require more focused efforts or specialized knowledge are passed on to other teams within IT.
May 18, 2021 Item #8 Page 182 of 308
The datacenter systems section is responsible for the centralized computer processing and data
storage systems at the city. These are the platforms many other departments rely upon for the
delivery of critical applications. This section holds the primary role in supporting collaboration and
remote work tools such as Citrix and Office 365. Windows server systems, authentication systems,
identity management, printing and systems in the cloud are also the responsibility of this section.
Datacenter systems additionally manages the enterprise data protection systems, or backup, for all
city data.
The networking section is responsible for the support of all digital communications networking
technologies in the city. This includes hardware devices such as switches, routers, firewalls, Wi-Fi
equipment and services such as internet access and telephones. The networking services support the
transmission of data all around the city and allow information systems users and applications to
communicate with each other. This section is also responsible for planning and implementing low
voltage cabling and working with the facilities department to ensure all IT hardware systems have
uninterruptible power and reliable cooling.
The security section is responsible for building and managing the division’s information technology
security program. This includes the user security awareness program and training as well as incident
response to malicious attacks. Recently, the city hired its first IT security manager to specifically
oversee these efforts and formally define important strategies and policies. Given the nature of
threats to many organizations, this had been a role of critical importance.
Given that IT infrastructure is the foundation of all other digital services that Information Technology
provides, the Infrastructure and Operations team adheres to the following guiding principles:
•Reliable – IT infrastructure must operate with minimal disruption with changes planned in
such a way as to minimize unplanned impact to users of information systems
•Resilient – IT infrastructure must be designed in such a way as to dynamically respond to
potential faults. High-availability systems will be implemented on all critical systems
•Responsive – IT infrastructure should be designed for optimal speed and performance
•Scalable – IT infrastructure must be able to grow to meet future demands and all system
designs should have the potential to scale if needed
•Unified – IT infrastructure must support the combined operation of all city technology needs,
as duplicate and siloed technical systems create unnecessary costs and complexity
•Secure – IT infrastructure must protect the city’s critical information and data in terms of its
safety, confidentiality, integrity and availability
Service Area: Administration
The IT Administration Division provides support to the other IT Department divisions by centralizing
the management of staff reports, contracts and agreements, accounts payable, purchasing, budgeting
and coordination of asset replacement requirements. Having central staff to handle these functions
allows for continuity of procedures and standards within the department.
Overall, the department has over 150 various agreements for services, maintenance, subscriptions,
licenses, monthly reoccurring charges and hardware replacement. These agreements enable the
other IT Department divisions to ensure that citywide and departmental software systems and
infrastructure remain up to current standards. Once agreements are executed, the administration
staff follows the city’s purchasing guidelines for procurement and eventual payment of invoices
through accounts payable.
May 18, 2021 Item #8 Page 183 of 308
The IT department operates as an internal service fund and for fiscal year 2020-21 has an adopted
operating budget nearing $12.5 million with an additional $1.2 million budgeted for annual hardware
replacement. For fiscal year 2021-22 the IT Department is requesting just under $13.3 million for its
operating budget and just over $1.1 million for annual hardware replacement. Hardware replacement
includes all PCs and systems infrastructure, like switches, firewall and routers that are scheduled to
be replaced in the coming fiscal year.
Annual revenues for IT operations and replacements are collected from the city’s operating
departments in the form of a monthly chargeback. The fiscal year 2021-22 estimated revenue for the
operating budget is being requested at $13.3 million. The fiscal year 2021-22 estimated revenue for
the hardware replacement fund is calculated to support the annual hardware replacement budget
and is being requested at just under $1.4 million.
The city has nearly 1,200 various types of PCs and nearly 700 various types of infrastructure items.
Each of these items are on a replacement cycle ranging from three years to up to 20 years. Yearly, as
items become due to replacement, IT Administration ensures that all budgeting requests are made
during the annual budget process and then purchases equipment based on the requirements and
specifications of the IT division responsible for the replacement.
May 18, 2021 Item #8 Page 184 of 308
ESTIMATED TOTAL APPROPRIATIONS BY GOAL
Going into the fiscal year 2021-22, there are approximately 37 continuing and new projects planned
over the next five years at an estimated total cost of $26.94 million. Included in the $26.94 million is
approximately $15.41 million in estimated new costs over the course of the same time frame to
provide additional funding for the continuation of existing projects as well as funding for new
projects. Within the $15.41 million is approximately $4.87 million of estimated new appropriations
for fiscal year 2021-22 for these same projects.
Build Capacity for
Data-driven
Decision Making
3%
Enhance
Accessibility and
Transparency
6%
Foster a Vibrant
Civic Engagement
Culture
6%
Promote Security and
Sustainability through
Connectivity
36%
Pursue
Communitywide
Digital Transformation
49%
Estimated Total Projects Costs by Goal
FY 2021-22 to FY 2025-26
$26.94 million
May 18, 2021 Item #8 Page 185 of 308
Pursue Communitywide Digital Transformation
$13.11 million
This goal includes updating connectivity, providing up-to-date hardware and software, and a robust
security strategy.
Build Capacity for Data-driven Decision Making
$0.83 million
This goal’s projects include the policies, procedures and staffing necessary for the city to fully capture
the value of emerging models of data analytics. It also includes building a comprehensive approach to
citywide data management to enable data-rich key performance metrics and effective operation of
city departments. A data policy and resources will be created to align departments with standards of
data cataloging for compliance ease of data sharing
Foster a Vibrant Civic Engagement Culture
$1.63 million
The city’s civic engagement culture builds upon the first two goals with a human-centered
perspective that an engaged city that uses data and technology in a way that respects people and
their privacy. Projects in this category will support a vibrant culture where residents, organizations
and businesses are invested in their community and its future.
Enhance Accessibility and Transparency
$1.68 million
This goal recognizes that open government and approaching problem-solving from an accessibility
perspective leads to better outcomes for all. Projects in this category include Civic Engagement with
Open Data, Online Permitting/Electronic Reviews, Records Management System and a Virtual
Permitting Counter.
Promote Security and Sustainability through Connectivity
$9.70 million
Projects in this goal include the annual replacement of hardware and technology infrastructure, a
Facility Security Master Plan, the replacement of the Police Computer Aided Dispatch System and a
Unified Communication System to replace the city’s aging phone system.
May 18, 2021 Item #8 Page 186 of 308
SDTIP PROJECTS
PURSUE COMMUNITYWIDE DIGITAL TRANSFORMATION
Consolidation & Replacement of Core Systems
About This Project
This project provides for the consolidation and replacement of the city’s core systems. There are
approximately 20 core systems include the city’s financial, human resources, payroll, budget, asset
and work order management, licensing and permitting, utilities operations, computer aided dispatch,
land management, and program-event management. Rather than operate many systems with narrow
applicability, the city is evaluating ways to consolidate its core systems as legacy applications are
replaced. This may mean accelerated replacement for certain systems. The goal is to reduce
redundancy and inefficiency with operating many different systems with different vendors.
Consolidating down to a few systems that seamlessly integrates data and provides a more uniform
interface will improve the experience of city employees and the public. The scope of this multi-year
initiative includes the analysis, selection, purchase and implementation of the software and hardware
necessary to consolidate, replace and integrate these systems, with as few systems as possible, while
maintaining or enhancing existing capabilities.
Functional requirements and business processes are currently being evaluated. Once this process is
complete, the city’s consultant will provide a comprehensive report outlining the city’s requirements
for a new consolidated system as well as outlining the options and costs associated with system
consolidation and replacement based on an evaluation of the city’s needs. The next step will involve
the development and issuance of a request for proposal for a new consolidated system. This process
will take place during fiscal year 2021-22 and no funding for the implementation, operation or
replacement costs are currently being requested. Funding for the acquisition and implementation of
a new system will be requested as part of the fiscal year 2022-23 and 2023-24 SDTIP and is estimated
to be a total of $4,000,000. More definitive costs will be identified during the request for proposal
process.
Project Funding Source:
Innovation Fund 4,400,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 400,000$ -$ 2,000,000$ 2,000,000$ -$ 4,400,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 187 of 308
At this time, depending on the recommendations of the request for proposal process, it is not
feasible to determine any operational or replacement costs.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city’s current application portfolio does not meet the city’s operational requirements, does not
meet user needs, does not follow industry best practices, lacks integration, and is inhibiting the city’s
ability to make data-driven decisions. Having fewer systems that consolidate the city’s core business
functions will enable streamlined business processes and provide more timely access to data and
information. It will also enhance operations and reduce inefficiencies of employees having to learn
and operate multiple systems.
May 18, 2021 Item #8 Page 188 of 308
Digital Information Network
About This Project
The city has an opportunity to work with a private company called Crown Castle to build a more
robust digital information network for its employees and facilities. This will replace a service currently
provided by another company under contract. The city will need to purchase advanced equipment
and software to set up and manage this network. However, the overall expense would be much less
than it would cost the city to lease equivalent network services. This new network will provide more
potential for growth to meet the city’s digital goals and offer a better value for the city.
Operational costs for providing networking services after this project is complete are expected to
decrease by an estimated $245,000 annually for the first five years, however there may be fluctuation
to the savings as licensing and requirements change for the network. Replacement costs for the
hardware associated with this project that will need to be accounted for in future budgets and is
estimated to be $225,000 per year.
As this project nears completion, the city has obtained the services of a consultant to assist staff in
developing a detailed roadmap mapping communication needs to necessary enhancements.
Therefore, the request is for an additional $100,000 in the fiscal year 2021-22 SDTIP to support these
initial enhancements.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
In 2017, Crown Castle reached a licensing agreement with the city allowing it to install wireless data
transmitters on municipal facilities. The agreement with Crown Castle gives the city access to existing
fiber-optic cable assets owned by Crown Castle for city use. These cables are made up of multiple
fibers which cannot be physically separated from the rest of Crown Castle’s cable infrastructure and
so special arrangements must be made between Crown Castle and the city to use this asset.
Project Funding Source:
Innovation Fund 4,825,584$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational (245,000)
Replacement 225,000
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 4,725,584$ 100,000$ -$ -$ -$ 4,825,584$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 189 of 308
This network will carry the information needed for data processing, email, internet access, public
safety applications and a wide range of services that are crucial to city operations. It will also connect
traffic and utilities infrastructure while enabling other innovative applications.
May 18, 2021 Item #8 Page 190 of 308
Enterprise Asset Management System
About This Project
This project provides for the implementation of a new web-enabled enterprise asset and work order
management system which will be used across all city departments to consolidate disparate asset
databases, work order systems and inventory management tools. Functional requirements and
business processes have been documented and the city’s consultant is currently drafting a
comprehensive report outlining the city’s requirements for a new enterprise asset management
system. These requirements will be used to develop and issue a request for proposal which will take
place during fiscal year 2021-22. The implementation and operational costs that are currently being
requested are $1,000,000. More definitive costs will be identified during the request for proposal
process and will be approved by City Council when the contract for the selected solution is placed on
a future council agenda.
At this time, depending on the recommendations of the request for proposal process it is not feasible
to determine any operational or replacement costs.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
Currently, assets and work orders are managed and tracked in various ways by different
departments, many using disparate, stand-alone Excel spreadsheets, custom or Microsoft based
databases that lack integration, or paper files. This decentralized approach to asset management
results in less accurate and reliable inventory numbers, decreased accountability for assets in general,
less efficient use of staff time, and billing inaccuracies for those assets that are used as a basis to
charge other departments and external customers.
Project Funding Source:
Innovation Fund 1,600,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 100,000$ 1,000,000$ 500,000$ -$ -$ 1,600,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 191 of 308
Financial System Upgrade
About This Project
In May, the city successfully completed an upgrade to the city’s existing financial system from IFAS,
version seven, to CentralSquare Finance Enterprise (v. 19).
After this project is complete, operational costs for providing the upgraded financial are expected to
increase by an estimated $41,000 annually. There is no replacement cost associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The existing financial system, IFAS, was last upgraded in 2009 and is currently 12 versions behind. As
a result, the system has begun to experience stability issues and, within the next year, will no longer
be supported by the vendor. This upgrade will not only bring us to the most current supported
version but will also enable us to implement modern features and workflows that will improve
business process efficiency. Upgrading the system will also provide a stable environment that will
exist until the functionality provided by this system is incorporated into a consolidated integrated
system.
Project Funding Source:
Innovation Fund 500,000$
Managing Department:
Finance
Estimated Annual Costs
Increase/(Decrease):
Operational 41,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 500,000$ -$ -$ -$ -$ 500,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 192 of 308
Intranet Upgrade
About This Project
This project provides for the upgrade of the city’s Intranet website. The Intranet is an internal website
accessed by city staff and is used for sharing information, policies and forms such as administrative
orders, purchasing policies, templates for professional services agreements and forms used for
human resources personnel actions. Based on current project demand and resource availability, this
project is being tentatively scheduled for fiscal year 2022-23 and funding will be requested as part of
the fiscal year 2022-23 SDTIP.
Operational costs are not expected to change as a result of this project. There is no replacement cost
associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The content management system that hosts the existing Intranet site is no longer supported by the
vendor. In order to maintain a stable, reliable and supported Intranet site, the city needs to upgrade
to the latest version of the vendor’s content management system.
Project Funding Source:
Innovation Fund 60,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ -$ 60,000$ -$ -$ 60,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 193 of 308
Learning Management System (LMS)
About This Project
In February, the city implemented a new enterprise level learning management system, Cornerstone,
that tracks training and certifications, provides robust reporting, and facilitates the delivery of both in
person and online educational courses.
Operational costs for providing the learning management system after this project is complete are
expected to increase by an estimated $72,000 annually starting in year four. There is no replacement
cost associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city currently has multiple existing learning management system solutions that are department-
specific and not integrated. As a result, a city employee has training records in multiple systems,
depending on the training requirements of their position. This siloed approach creates a management
challenge and increases the risk of non-compliance with required training and certifications. The goal
of the project is to implement a citywide learning management system to consolidate training records
for City of Carlsbad staff and facilitate compliance with required training. The possibility of expanding
the use of the system to include the delivery of public classes offered by the Library & Cultural Arts
Department is also being evaluated.
Project Funding Source:
Innovation Fund 410,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 72,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 410,000$ -$ -$ -$ -$ 410,000$ -$
Est FY24-25
Budget
May 18, 2021 Item #8 Page 194 of 308
Mobile Computer Program
About This Project
The mobile computer replacement project gives staff of the Carlsbad Police Department the tools
necessary to complete their daily tasks from anywhere in the city safely and securely. Embedded Long
Term Evolution, or LTE, and Global Positioning System, or GPS, chips allow dispatchers to monitor the
location of an officer’s vehicle in real time, thereby increasing officer safety. The Police Department
has fully transitioned to mobile computers. Any remaining funding will be used to transition other city
employees to mobile devices.
Operational costs increase by an estimated $20,000 for the required software and licensing costs
associated with the increase in the number of laptops. Annual replacement costs increased by an
estimated $64,000 with the increase in the number of laptops and the conversion of desktops for
laptops.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
It is essential that all police personnel have the ability to work remotely during their assigned shifts.
With a dedicated laptop assigned to every officer they will be able to attend briefings from their
vehicle, receive calls from dispatch and complete reports in the field making them more productive
throughout their shift. Having laptops assigned to every individual gives them ownership and
responsibility for their own equipment, extending the life of the laptops. Not having to share
equipment also aids in the prevention of COVID-19 germ transmission. Officers can telecommute and
have secure access to all the resources they would otherwise have in the office directly from their
homes, if needed. They will also become more familiar with the applications they use on a daily basis.
Project Funding Source:
Innovation Fund 350,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 20,000
Replacement 64,000
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 350,000$ -$ -$ -$ -$ 350,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 195 of 308
OKTA/ServiceNow Automation
About This Project
Identity management is the system which automates user account creation, changes and
deactivation. The system that was in place to provide this service was no longer supported by the
vendor, had major deficiencies and needed a major update or replacement.
Initially, it was determined that outside consulting services would be required in order to complete
this project. Prior to securing these consulting services, the IT Department was able to reevaluate the
project and found an innovative way to accomplish its goals using internal staff and an agile change
approach. Therefore, this funding is no longer required.
There are no new annual operational or replacement cost associated with this implementation.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
This integration allowed IT to manage staff onboarding and offboarding of hardware and software
assignments.
Project Funding Source:
Innovation Fund -$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 200,000$ (200,000)$ -$ -$ -$ -$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 196 of 308
Project Portfolio Management Tool & Consulting
About This Project
This project’s goal is to implement an enterprise system to manage city projects including Capital
Improvement Program projects, Information Technology projects and other miscellaneous city
projects from inception to completion. A consultant has been engaged to work with the city to
identify project management processes and develop requirements. The findings from this
engagement will be used to develop a Request for Proposal for the acquisition and implementation of
a new comprehensive project management system. The RFP will be issued during fiscal year 2021-22
and $300,000 is being requested for the implementation of a new project management tool. More
definitive costs will be identified during the request for proposal process and will be approved by the
City Council when the contract for the selected solution is placed on a future City Council agenda.
At this time, depending on the recommendations of the request for proposal process, it is not
feasible to determine any operational or replacement costs.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city has a very large portfolio of projects that are currently managed manually using spreadsheets
and various project management tools. There is a need for a centralized management platform to
provide efficiencies and visibility into status.
Project Funding Source:
Innovation Fund 500,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 200,000$ 300,000$ -$ -$ -$ 500,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 197 of 308
ServiceNow Software Asset Management Implementation
About This Project
ServiceNow is the application that IT Department staff use to service staff technology needs. The
Software Asset Management project adds new functionality to the ServiceNow tool to allow the IT
Department to easily keep track of the city’s software assets. The new functionality will track how
many software licenses have been purchased, who they are assigned to and the cost of each license.
Operational costs for providing the software asset management after this project is complete are
expected to increase by an estimated $36,000 annually. There is no replacement cost associated with
this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city needs an automated centralized tool to manage software license distribution and usage.
Manually tracking software licensing to determine the overall costs for software for budget purposes
is time consuming and can yield inaccurate results. The city also currently does not have an
automated tool to track how many software licenses are in use and when they should be renewed.
Software asset management will track software licenses that have been assigned, those not in use,
when a license was last used, when licenses are due for renewal and the license costs. It will also
automate assigning or removing licenses as part of the Human Resources Department’s onboarding
and offboarding process.
Project Funding Source:
Innovation Fund 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 36,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 150,000$ -$ -$ -$ -$ 150,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 198 of 308
ServiceNow Service Portal
About This Project
ServiceNow is an application that staff uses to communicate with the IT Department when they need
to ask for help on technical issues or to make technology requests. The ServiceNow Service Portal is
the webpage that users navigate to submit these issues and requests. This project is to transition
from an old version of the portal to a new enhanced version. The new portal has features that can be
easily customized to make it easier for staff to use.
Operational costs are not expected to change as a result of this project. There is no replacement cost
associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The IT Department regularly receives complaints from staff that the current self-service page can be
difficult to use. Staff finds it hard to browse options and locate the correct issue to report to the IT
Department. The new modern portal will be designed to be simple, intuitive and easy to use so staff
can quickly find the correct issue to send to the IT Department and track their progress.
Project Funding Source:
Innovation Fund 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 150,000$ -$ -$ -$ -$ 150,000$ -$
Est FY24-25
Budget
May 18, 2021 Item #8 Page 199 of 308
Timekeeping System Upgrade
About This Project
This project provides for the upgrade of the city’s timekeeping system. Based on current project
demand and resource availability, this project is being tentatively scheduled for fiscal year 2022-23
and funding will be requested as part of the fiscal year 2022-23 SDTIP.
Operational costs are not expected to change as a result of this project. There is no replacement cost
associated with this project.
Connected Carlsbad Goal
Pursue Communitywide Digital Transformation
Project Need
The city’s existing timekeeping system was last upgraded in 2019. In order to stay on a current, stable
and vendor-supported version of the application, an upgrade is necessary. The next version will also
fix bugs and provide functionality that will improve processes and increase the productivity of
Finance Department payroll staff.
Project Funding Source:
Innovation Fund 120,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ -$ 120,000$ -$ -$ 120,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 200 of 308
Minor Projects and Strategic Initiatives
GPS Technology Hardware – Minor Project
This is a prior year funded Innovation Fund project in the amount of $45,916 being managed by the
Facilities & Fleet Department. The project will allow for GPS tracking of city vehicles ranging from
patrol units to the city’s marked departmental white vehicles. Requirements are still being
determined, but the project will initially include tracking of vehicle utilization and condition reporting.
The project is expected to start in the first quarter of fiscal year 2021-22 and be complete by the end
of the fourth quarter of fiscal year 2021-22.
Transition to a Single Identity for Users of City Services – Strategic Initiative
Depending on their use of city services, a City of Carlsbad resident may have up to half a dozen
different account usernames and passwords they must keep track of for their interactions with the
city. Examples include:
• Water and sewer billing
• CarlsbadConnects app
• Carlsbad City Library
• Recreation passes and permits
• Business licenses
Maintaining login credentials for so many different services is inconvenient for users and, in some
cases, deters the public from using these systems altogether. Many of the frustrated users require
staff assistance to sort out their login problems. The time spent dealing with these complexities
undermines the original goal of creating efficiency.
As the city’s customer-facing applications are upgraded and integrated, city staff will work to reduce
the number of separate account identities a resident or business owner needs to maintain to interact
with the city online. Ultimately, the goal is for users to only need to remember one login credential to
be able to access any city service.
At this time, there is no funding requested for this initiative. Future funding may be necessary to
provide tools for managing a single user identity for city services.
May 18, 2021 Item #8 Page 201 of 308
BUILD CAPACITY FOR DATA-DRIVEN DECISION MAKING
Data Governance and Operational Analytics
About This Project
This project focuses on building a comprehensive approach to citywide data management to enable
data-rich key performance metrics and effective operation of city departments. A data policy and
resources will be created to align departments with standards of data cataloging for compliance ease
of data sharing.
After initial implementation, operational costs are estimated to increase by $360,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data-driven Decision Making
Project Need
Connected Carlsbad calls for building capacity for data-driven decision making fostering a vibrant civic
engagement culture. This project will serve as the foundation for delivering more efficient city
services through a better understanding of key performance metrics for all city departments by
leveraging data. The project will include the implementation of a citywide data policy to govern how
the organization collects, maintains and secures data to enable rich reporting and analytics for
operations and leadership. The policy will enact a data governance team that can revise the policy as
needs and priorities change. The data governance team will direct and oversee the data catalog, data
inventory, and participate in the evaluation of new systems that will collect data. The data
governance team will also regularly review data security and audit processes of data collection and
retention. The project will fund the implementation of a data lake to house a centralized location to
facilitate easier cross-department reporting. Staff training of data stewardship and how to unlock
operational insights using new data tools is an additional element of the project. This project will also
include the delivery of department performance dashboards to inform leadership and the City
Council on the ongoing efforts of agency goals. In addition, the project creates capacity to acquire
external datasets that inform city operations and provide benefit to multiple departments.
Project Funding Source:
Innovation Fund 295,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 360,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 295,000$ -$ -$ -$ 295,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 202 of 308
Discovery Management Assessment
About This Project
The first phase of this project involves the completion of an assessment to identify the functional and
business requirements for a discovery management solution. These requirements will be used to
develop and issue a request for proposal which will take place during fiscal year 2022-23. The funding
currently being requested is for consulting services to conduct the assessment. Funding for the
acquisition and implementation of a discovery management system will be included as part of the
fiscal year 2022-23 SDTIP.
At this time, depending on the recommendations of the assessment it is not feasible to determine
any operational or replacement costs.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The current process of identifying, gathering, sorting, reviewing and producing information and
documents required for litigation discovery is cumbersome and time consuming. The implementation
of a discovery management solution would enable the city to identify, gather, and sort information
and records from the massive volumes of content that span the city, including emails, and then sort
and eliminate exact copies to reduce the effort and cost of reviewing and producing the remaining
content. The discovery management solution may also be used for responding to large California
Public Records Act requests.
Project Funding Source:
Innovation Fund 30,000$
Managing Department:
Innovation & Economic Development
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 30,000$ -$ -$ -$ 30,000$ -$
Est FY24-25
Budget
May 18, 2021 Item #8 Page 203 of 308
Meter Data Management and Utility Analytics
About This Project
Implement the Meter Data Management and analytics modules that are offered as additional
functionality to the existing utility billing system.
Based on current project demand and resource availability, this project is being tentatively scheduled
for fiscal year 2022-23 and funding will be identified and requested as part of the fiscal year 2022-23
SDTIP.
After initial implementation, operational costs are estimated to increase by $175,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Build Capacity for Data-Driven Decision Making
Project Need
The city has an existing automated meter infrastructure. Last year, the city completed a major
upgrade to the utility billing system. However, there are still many manual processes that exist
between the two systems. For example, if for some reason a meter is not being automatically read, a
report generated out of the automated meter infrastructure system will identify the meter and a
work order must be manually created in the utility billing system to dispatch a meter reader to read
and troubleshoot the meter. Implementing the Meter Data Management functionality of the utility
billing system will automate this and several other integrations processes.
Additionally, the Meter Data management solution offers robust analytics capability including a key
performance indicator dashboard, advanced leak detection and notification, water loss analysis and
water conservation management.
Project Funding Source:
Pending 500,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 175,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Pending -$ -$ 500,000$ -$ -$ 500,000$ -$
Est FY24-25
Budget
May 18, 2021 Item #8 Page 204 of 308
Minor Projects and Strategic Initiatives
Establish a Performance Management Program – Strategic Initiative
The city uses a variety of performance management measures, some of which. In the past, the city
used a comprehensive performance management structure, but this approach was discarded due to
doubts about the relevance of given performance measures and doubts about the efficacy of the
approach as a whole. However, over the past several years, several think tanks and nonprofit
organizations have developed new best practices for performance management, using strategies that
take advantage of the latest developments in enterprise resource planning and data management.
Developing an industry-leading performance management program is a long-term initiative of
process optimization that is heavily dependent on success in the other projects and initiatives. Early
steps to re-establish and enhance existing performance measures can begin taking place but due to
workload will likely not begin until 2022. Development of an advanced performance management
program will likely not begin until 2024, after the replacement of core city systems is completed and
significant additional capacity for data analytics is developed.
At this time, there is no funding requested for this initiative. Future funding may be necessary to
provide for the implementation of performance management tools
May 18, 2021 Item #8 Page 205 of 308
FOSTER A VIBRANT CIVIC ENGAGEMENT CULTURE
Audiovisual Upgrades
About This Project
This project provides for upgrades and growth of the city's audiovisual equipment. The work
landscape has changed where audiovisual equipment that supported staff meetings in a room is now
supporting meetings held virtually. The audiovisual equipment will be updated and maintained to
meet this new work environment.
There are no annual operational cost changes associated with this project. Replacement costs cannot
be feasibly estimated until the new equipment purchased.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
This allows for the standardization of audiovisual equipment within the city’s work facilities so
personnel can conduct business with internal and external resources virtually, without the need to
move between facilities for meetings.
Project Funding Source:
Innovation Fund 1,025,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 525,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,025,000$
Est FY24-25
Budget
100,000$
May 18, 2021 Item #8 Page 206 of 308
Council Chamber Technology Upgrade
About This Project
This project involves upgrading video technology in the City Council Chamber to city hardware and
software standards for improved, robust service delivery.
There are no annual operational cost changes associated with this project. Annual replacement costs
will increase by an estimated $15,000.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
The current controls and infrastructure equipment for the City Council Chamber were installed in
2015 and have experienced continued equipment failures that interrupted City Council meetings,
were costly to repair and caused problems receiving technical support. Upgrading the video
technology in the City Council Chamber will fix technical issues and stabilize this critical site with
proven technology that can be supported and updated as needed.
Need picture of Carlsbad Chamber
Project Funding Source:
Local Cable Infrastructure 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement 15,000
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Local Cable Infra. 150,000$ -$ -$ -$ -$ 150,000$ -$
Est FY24-25
Budget
May 18, 2021 Item #8 Page 207 of 308
Digital Engagement & Analytics Consultant
About This Project
This pilot project is intended to test various digital communication strategies to enhance city
communication with residents. This includes website banner ads, pay-per-click ads, email marketing,
retargeting and social media advertising. Due to COVID-19, its implementation of the initial campaign
was delayed, and the focus of the initial campaign shifted from community services to COVID-19
health and safety messages and support for economic revitalization initiatives. Based on the
effectiveness of these tools, existing methods of communication, such as printed materials, could be
phased out to offset the cost of digital outreach.
At this time, depending on the outcomes of the various pilot projects it is not feasible to determine
any operational or replacement costs.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
The City of Carlsbad is committed to providing high quality services at the best value to taxpayers.
This includes how the city communicates and engages with the community about city programs,
services, issues and events. As communication preferences and tools change, the city wants to ensure
it continues to use the most effective and efficient communication and engagement strategies
possible.
Project Funding Source:
Innovation Fund 200,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 200,000$ -$ -$ -$ -$ 200,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 208 of 308
Outdoor Wireless Study
About This Project
This project will conduct an initial study for a citywide outdoor wireless program at city facilities for
the public to use.
At this time, depending on the recommendations of the study it is not feasible to determine any
operational or replacement costs.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
With the continued increase in use and reliance on smartphones and other mobile devices, the city
needs a comprehensive approach to the availability of Wi-Fi connections at all city facilities. There is
currently free Wi-Fi available inside city facilities. This study will help the city identify the necessary
deployment to offer outdoor wireless at its facilities. After the digital information network is in place,
the city will have the capabilities to greatly expand the use of its wireless network to include outdoor
services. In order to determine the most appropriate solution, the IT Department would like to hire a
consultant to develop a plan.
Project Funding Source:
Innovation Fund 100,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 100,000$ -$ -$ -$ -$ 100,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 209 of 308
Teleconferencing Services for Public Meetings
About This Project
In fiscal year 2020-21, one-time funding was requested and approved in the Innovation Fund to equip
the city with the ability to expand the use of teleconferencing technology. Due to COVID-19
restrictions and the need to remain in compliance with the Brown Act, it has been necessary to
conduct all public meetings virtually. In addition, other city services that used to be provided in
person, such as classes and permit inspections, had to be moved to the virtual space as well. Included
in the approved funding were the cost of technologies such as Zoom, Infinite Conferencing and
contracted support services.
For the fiscal year 2021-22 Operating Budget Request there is an estimated total of $227,000 of
increases requested by various departments to support the continued use of teleconferencing
services for all public meetings. There are no replacement costs associated with this project.
Connected Carlsbad Goal
Foster a Vibrant Civic Engagement Culture
Project Need
Public meetings and some city services and classes are now being conducted virtually which requires
virtual meeting licensing and ongoing audiovisual technical support.
Project Funding Source:
Innovation Fund 150,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 240,000$ (90,000)$ -$ -$ -$ 150,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 210 of 308
ENHANCE ACCESSIBILITY AND TRANSPARENCY
Civic Engagement with Open Data
About This Project
This project enables community engagement with city operations and makes government more open
and accountable. An open data portal will provide a resource for citizen access to detailed financial,
operational and historical datasets of city activity.
After initial implementation, operational costs are estimated to increase by $175,000 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Serving as the accessibility and transparency part of the Data Governance and Operational Analytics
project, this project will leverage the city’s data resources and deliver an online portal rich of city data
to enable increased community engagement and transparency. It is anticipated that this project will
also save staff time for all departments by reducing common public records requests by making these
datasets always available online. This key project will facilitate a deeper understanding within the
community and better inform residents that wish to know more about how their city operates. The
data governance team will direct and oversee the open data online catalog and track access to these
resources. Phase I will deliver a smaller set of data commonly requested by the public to an online
platform. Phase II will expand the publicly available datasets to cover information from all
departments and provide live progress on citywide initiatives and City Council goals.
Project Funding Source:
Innovation Fund 180,000$
Managing Department:
Innovation & Economic Development
Estimated Annual Costs
Increase/(Decrease):
Operational 175,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 180,000$ -$ -$ -$ 180,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 211 of 308
Exploration HUB Audiovisual Upgrade
About This Project
The Carlsbad City Library’s Exploration HUB offers cutting edge technology programming including
access to the latest creative applications and services for video production, digital conversion, video
game design, CAD development, audio editing, graphic design and photography. In addition, the
space provides 3-D printing, virtual reality, Raspberry Pi, and Arduino instruction. This project
provides for the upgrade of the audiovisual equipment within the Exploration HUB. In addition to
upgrading the existing audiovisual displays and controllers, a ceiling room sensor will be installed to
shut down the audio-visual equipment when the Exploration HUB is vacant and an updated assisted
listening system will be installed to better accommodate the hearing impaired.
At this time, it is not expected that this project will result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
The existing audiovisual equipment in the Exploration HUB was installed in 2016 and is not consistent
with the audiovisual technology currently deployed at other locations in the city.
Project Funding Source:
Innovation Fund 41,852$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 41,852$ -$ -$ -$ 41,852$ -$
Est FY24-25
Budget
May 18, 2021 Item #8 Page 212 of 308
Enterprise Digital Asset Management
About This Project
The first phase of this project involves the completion of an assessment to identify the functional and
business requirements for an enterprise digital asset management solution that will provide for the
storing, organizing, describing, accessing and preservation of digital assets. These requirements will
be used to develop and issue a request for proposal which will take place during fiscal year 2022-23.
The funding currently being requested is for consulting services to conduct the assessment. Funding
for the acquisition and implementation of an enterprise digital asset management system will be
included as part of the fiscal year 2022-23 SDTIP.
At this time, it is not expected that this project will result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Currently, the city has a wide range of digital assets maintained by numerous departments that are
currently managed, stored, accessed and shared using a variety of methods. These digital assets
range from unique archival documents, records, films, audio recordings, artwork and photos
maintained by the Library & Cultural Arts Department, photos and videos related to the history of Leo
Carrillo Ranch Historic Park maintained by the Parks & Recreation Department and photos of current
events maintained by the Communications & Engagement Department. Storage of these assets varies
from storage on an external hard drive, storage in SharePoint Digital Libraries or saved on network
drives. As a result, there is not a centralized environment for the storing and cataloging of these
assets which makes finding, sharing and using these resources challenging.
Project Funding Source:
Innovation Fund 50,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 50,000$ -$ -$ -$ 50,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 213 of 308
Next Generation Online Catalog
About This Project
This project involves the procurement and implementation of a next generation online catalog
solution that provides improved relevancy ranking, natural language searching and an enhanced set
of features that promote staff and public engagement with library-owned materials and content. In
addition, a next generation catalog will integrate with the Library & Cultural Arts Department’s
existing patron and materials database solution and will provide the ability for patrons to review their
account status, manage holds and make fine and fee payments.
At this time, it is not expected that this project will result in an increase to operating or replacement
costs.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
The Library & Cultural Arts Department's current online catalog enables over 115,000 registered
patrons of the Library’s Integrated Library System to search for materials owned by the Library, place
hold requests, view their account status and make fine and fee payments. For the duration of the
pandemic, the online catalog has served a critical role in providing access to Library-provided content.
From June through December 2020, the online catalog had over 165,000 holds placed on Library
materials. However, the current online catalog has limitations related to search relevancy along with
limited tools for staff to provide patron material engagement. This would include integrated reading
lists, promotion of collection areas and staff book reviews. A next generation online catalog solution
will provide the enhanced functionality and tools that enable the Library to deliver an enhanced
experience for both patrons and staff.
Project Funding Source:
Innovation Fund 40,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 40,000$ -$ -$ -$ 40,000$
Budget
-$
Est FY24-25
May 18, 2021 Item #8 Page 214 of 308
Online Permitting and Electronic Reviews (E-Review)
About This Project
This project will enable the EnerGov Permitting System's public Customer Self Service Portal to accept
online permit applications including the electronic submission of plans and drawings.
This project involves in an initial pilot to identify the appropriate hardware and software licensing
required for reviewing electronic plans and drawings. Once the pilot is complete and requirements
have been identified, a citywide roll out will be completed.
Operational costs will increase by an estimated $27,300 for required software and licensing costs.
Annual replacement costs will also increase by an unknown amount as some staff computers will
need to be replaced by higher end workstations.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Currently, all permits must be applied for by completing paper applications and submitting multiple
physical copies of plans and drawings. Once the paper applications are received, information from
the paper applications is then manually entered into the EnerGov permitting system and the physical
copies of the plans and drawings are physically routed through various city departments and divisions
for review and approval. The functionality to accept online permit applications and accept electronic
plans and drawings is currently part of the city’s annual maintenance agreement for the EnerGov
permitting system. In preparation for accepting online permit applications, the Community
Development Department is currently working with an outside consultant to fully document the
community development permitting process. This information will be used to configure the Customer
Self Service Portal to enable online permit applications and allow the submission of electronic plans
and drawings.
Project Funding Source:
Innovation Fund 645,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 27,300
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 645,000$ -$ -$ -$ 645,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 215 of 308
Records Management System
About This Project
In January of 2021, the city replaced its old and antiquated document imaging and records
management system with the new and improved Laserfiche system. An additional $110,420 is being
requested for additional licensing to leverage the advanced forms and workflow functionality
provided by Laserfiche.
Operational costs will increase by an estimated $31,000 for required software and licensing costs.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
The current imaging and records management system, which is an electronic repository for all official
city records, is not intuitive to use, lacks sufficient document indexing, lacks modern functionality and
is currently on a version that is no longer supported by the vendor. Upgrading the existing system
would have cost over $130,000 and would not have corrected any of the current deficiencies or
provide any new functionality. Consistent with the city's Application Portfolio Strategic Plan, the
existing system was replaced with a new enterprise level system that went live in January of 2021.
The first phase of this project focused on existing core document management functionality. The next
phase will include leveraging the system’s robust business process automation as well as exploring
the possibility of moving the city’s working documents from existing network storage solutions into
Laserfiche, which will facilitate the automation of record retention policies.
Project Funding Source:
Innovation Fund 643,548$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 31,000
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 533,128$ 110,420$ -$ -$ -$ 643,548$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 216 of 308
OpenCounter Virtual Permitting Counter
About This Project
Implement OpenCounter's Virtual Permitting Counter application.
After initial implementation, operational costs are estimated to increase by $34,500 going forward.
There is no replacement cost associated with this project.
Connected Carlsbad Goal
Enhance Accessibility and Transparency
Project Need
Prior to determining what is required to establish a business or begin development in the City of
Carlsbad, potential applicants typically have to meet with city staff. Staff then work to educate the
applicant on what is allowable from a zoning perspective, what type of plan cases and permits will be
required and how much permitting will cost. OpenCounter establishes an online virtual permitting
counter that walks an applicant through much of this process online in a self-service portal.
Project Funding Source:
Innovation Fund 84,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 34,500
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 61,000$ 23,000$ -$ -$ 84,000$ -$
Est FY24-25
Budget
May 18, 2021 Item #8 Page 217 of 308
PROMOTE SECURITY AND SUSTAINABILITY THROUGH
CONNECTIVITY
Annual Hardware and Infrastructure Replacement
About This Project
This project provides for replacement equipment funding for scheduled replacement of laptops,
desktops, internal servers, routers, switches, and other network and data center requirements.
There is no increase or decrease in operational costs associated with the annual replacement
program. Due to the circular nature of the replacement program replacement costs fluctuate
annually depending on the hardware life cycles which can range from three years to 20 years.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
Citywide hardware and infrastructure changes are necessary and ongoing. Replacement equipment is
needed to support the city's technology infrastructure and department-specific needs.
Project Funding Source:
IT Replacement Fund 5,647,635$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund Annual 1,102,635$ 920,000$ 1,030,000$ 1,110,000$ 5,647,635$
Est FY24-25
Budget
1,485,000$
May 18, 2021 Item #8 Page 218 of 308
Computer Aided Dispatch (CAD)
About This Project
The City of Carlsbad purchased its current Public Safety Computer Aided Dispatch, or CAD, system in
2005. Over the years there have been a series of upgrades to the system by the current vendor as
both needs and technology have evolved. Through of series of mergers and acquisitions, the city’s
current CAD system is now at the end of its life and the city must select a replacement CAD system to
maintain the standards required by the State of California and expected by the citizens of Carlsbad.
The city is currently evaluating a few finalists and replacement systems vary in costs and proposed
platforms. The range of costs for a replacement CAD system with all of the necessary interfaces,
excluding required hardware, based on proposals received will cost anywhere from $980,000 to $2
million. Staff estimates that the cost of a replacement CAD system will be approximately $1 million.
Final cost will be approved by the City Council when the contract for the selected solution is placed
on a future council agenda.
At this time, depending on the CAD system selected, it is not feasible to determine any operational or
replacement costs.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The city needs a new robust and reliable CAD system designed to support law enforcement activities
that fully integrates with other system application components and meets the requirements
established by the Department of Justice. The CAD solution shall include real-time mapping,
automated vehicle location and a mobile data client. This mobile data client must include real-time
integrated mobile mapping and automated vehicle location functionality that provides situational
awareness and incident management tools to field personnel. The mobile application must be fully
integrated with CAD software to ensure a seamless transfer of information between the CAD and
Mobile applications, as well as the Police Department’s Report Writing and Records Management
Systems. The CAD configuration must address system redundancy factors and incorporate backup,
failover and recovery solutions.
Project Funding Source:
Innovation Fund 1,000,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund -$ 1,000,000$ -$ -$ -$ 1,000,000$
Est FY24-25
Budget
-$
May 18, 2021 Item #8 Page 219 of 308
Cybersecurity Program Development
About This Project
The cybersecurity program provides support and protection to the City of Carlsbad so it can
successfully accomplish its mission successfully. As the threat landscape is changing and getting more
sophisticated in lockstep with advances in technology, the city needs to ensure the city’s
cybersecurity program is robust enough to keep threat actors from causing harm to the city.
To ensure that the city addresses the different areas and aspects of cybersecurity, city staff have
developed and adopted an approach based on the National Institute of Standards and Technology
Cybersecurity Framework to create a defense program which covers five functions:
•Identify – Develop the organizational understanding to manage cybersecurity risk to
systems, assets, data and capabilities. The activities in the Identify Function are foundational
for effective use of the Framework. Understanding the business context, the resources that
support critical functions, and the related cybersecurity risks enables an organization to
focus and prioritize its efforts, consistent with its risk management strategy and business
needs. Examples of outcome categories within this Function include: Asset Management,
Business Environment, Governance, Risk Assessment and Risk Management Strategy.
•Protect – Develop and implement the appropriate safeguards to ensure delivery of critical
infrastructure services. The Protect Function supports the ability to limit or contain the
impact of a potential cybersecurity event. Examples of outcome categories within this
Function include: Access Control, Awareness and Training, Data Security, Information
Protection Processes and Procedures, Maintenance, and Protective Technology.
•Detect – Develop and implement the appropriate activities to identify the occurrence of a
cybersecurity event. The Detect Function enables timely discovery of cybersecurity events.
Examples of outcome categories within this Function include: Anomalies and Events,
Security Continuous Monitoring, and Detection Processes.
•Respond – Develop and implement the appropriate activities to act regarding a detected
cybersecurity event. The Respond Function supports the ability to contain the impact of a
potential cybersecurity event. Examples of outcome categories within this Function include:
Response Planning, Communications, Analysis, Mitigation, and Improvements.
Project Funding Source:
Innovation Fund 750,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 250,000$ 100,000$ 100,000$ 100,000$ 100,000$ 750,000$
Est FY24-25
Budget
100,000$
May 18, 2021 Item #8 Page 220 of 308
•Recover – Develop and implement the appropriate activities to maintain plans for resilience
and to restore any capabilities or services that were impaired due to a cybersecurity event.
The Recover Function supports timely recovery to normal operations to reduce the impact
from a cybersecurity event. Examples of outcome categories within this Function include:
Recovery Planning, Improvements and Communications.
At this time, depending on the types of programs implemented over the course of the project it is not
feasible to determine any operational or replacement costs.
Connected Carlsbad Goal
Promote Safety and Sustainability through Connectivity
Project Need
As a result of internal assessments as well as evaluations by external parties, certain initiatives within
the five functions of the cybersecurity framework have been identified and will be translated into
projects. Implementation of these projects will incur costs and require funding. The funding will cover
assessment and evaluation, implementation, and staff-training. Once the security infrastructure is in
place, the operational costs will be moved to the operation budget. The following projects are
identified and planned for implementation:
-Disaster Recovery program assessment
-Detection capability with Security Incident and Event Management technology
-End Point Protection program evaluation
-Vulnerability management program
-Cybersecurity governance program
May 18, 2021 Item #8 Page 221 of 308
Facility Security Master Plan
About This Project
This includes the initial project for a closed-circuit television, or CCTV, cameras master plan that
would include a citywide inventory identifying potential new locations and developing a citywide plan
to follow. CCTV cameras would be located at various city facilities to help ensure safety at these
facilities.
At this time, depending on the recommendations of the master plan it is not feasible to determine
any operational or replacement costs.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The City of Carlsbad’s video management system is aging. Over time, as the city deploys additional
cameras, the overall system performance has been negatively impacted. The proposed master plan
shall support multiple geographic sites and will leverage the city’s investment in Pelco, Samsung, Axis
and Cisco network hardware as well as GIS capabilities. If a viable replacement solution is more
economical than leveraging existing hardware, the city will also consider a replacement solution. The
city prefers a phased turnkey solution that includes, design, hardware, implementation, integration,
and training with the city’s existing secure card access system AMAG Symmetry. The proposed
system shall be scalable or upgradeable for at least 10 years.
Project Funding Source:
Innovation Fund 100,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational NA
Replacement NA
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 100,000$ -$ -$ -$ -$ 100,000$ -$
Est FY24-25
Budget
May 18, 2021 Item #8 Page 222 of 308
Unified Communication System
About This Project
The City of Carlsbad’s current telephone system, purchased in 1999, is well past its expected service
life and does not offer commonly available telecommunications features needed for a modern
workplace. Its age also puts it at risk of failing, which could impair the city’s ability to deliver services.
All the city’s approximately 1,100 desk phones will not necessarily be replaced with new desk phones.
Staff will be able to use their computers or smartphones to make phone calls at their desks, instead
of having to use traditional desk phones. The system will include conference room devices and
specialty wireless phones used in spaces such as the city’s libraries and the Emergency Operations
Center.
Operational costs are estimated to increase by $8,000 annually starting in Year 4. Annual
replacement costs are estimated to be $36,000. As the city nears replacement time frames, the city
would examine cloud-based options that may provide an opportunity to fully convert this to a service
rather than performing hardware replacement. The initial conversion from hardware replacement to
a service could use the replacement funds available to complete the implementation to a service-
based phone system.
Connected Carlsbad Goal
Promote Security and Sustainability through Connectivity
Project Need
The existing phone system has many short comings and creates a high risk for the city due to its age.
The new system will mitigate many risks and introduce numerous new features to enhance citywide
communications.
The system can also be easily integrated into the new digital information network that the City
Council approved on Dec. 17, 2019. That network will make the system easier to manage and provide
better capability to guarantee call quality.
Project Funding Source:
IT Replacement Fund 2,200,000$
Managing Department:
Information Technology
Estimated Annual Costs
Increase/(Decrease):
Operational 8,000
Replacement 36,000
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget
Innovation Fund 2,200,000$ -$ -$ -$ -$ 2,200,000$ -$
Est FY24-25
Budget
May 18, 2021 Item #8 Page 223 of 308
Minor Projects and Strategic Initiatives
Information Technology Infrastructure Library Training – Minor Project
This is a prior year funded Innovation Fund project in the amount of $29,500 and was managed by
the IT Department. The project was used to fund training on Information Technology Infrastructure
Library, or ITIL, classes. ITIL is a set of detailed practices for IT service management that focuses on
aligning IT services with the needs of its organization. ITIL describes processes, procedures, tasks, and
checklists which are neither organization-specific nor technology-specific, but can be applied by an
organization toward strategy, delivering value, and maintaining a minimum level of competency. It
allows the organization to establish a baseline from which it can plan, implement and measure. It is
used to demonstrate compliance and to measure improvement. Training is complete and the
remaining funds of $17,300 have been returned to the available fund balance of the Innovation Fund.
Police Wi-Fi Expansion – Minor Project
This is a prior year funded Innovation Fund project in the amount of $30,000 that was being managed
by the IT Department. The project would enhance the Wi-Fi at the Police and Fire Headquarters
which will provide increased speed and flexibility to Law Enforcement technical systems. With the
refurbishing of the Police and Fire Headquarters building pending, this project is no longer required
and the funding of $30,000 has been returned to the available fund balance of the Innovation Fund.
Traffic Management Functionality Enhancements – Strategic Initiative
Over the past decade, the City of Carlsbad has invested significant resources to upgrade its traffic
signal infrastructure from a 20th century model based on primitive controllers and sensors to a 21st
century model that uses advanced traffic controllers and video-based detection connected by a fiber-
optic network to a state-of-the-art traffic management center. The Transportation Department is
currently in the process of upgrading the city’s traffic signal controllers. The next phase in this
transformation is the expansion of the city's new Digital Information Network to provide high speed
connectivity to these controllers.
Upgrading the traffic signal controllers paired with the high-speed connectivity that the digital
information network will provide and allow for a broad range of advanced functionality, much of
which was not available with previous systems, including the ability to:
•Automatically adapt signal sequences based on real-time traffic conditions
•Potentially integrate and communicate with connected and autonomous vehicles
•Improve signal pre-emption for transit vehicles and emergency vehicles based on GPS
location data
The growing connectivity within the transportation sector is generating large amounts of data that
can be tapped and analyzed to yield new insights about how traffic moves. These insights are
valuable not only for traffic and transportation planning, but also for improving environmental
sustainability and unlocking new insights for economic development.
This initiative is currently underway and the Information Technology Department is working with the
Transportation Department to explore opportunities for enhancement.
Ensure Adoption of Relevant New Technologies are Mirrored into the Emergency
Operations Center – Strategic Initiative
The city’s Emergency Operations Center provides a central location for police, firefighters, medics and
other city officials to meet and coordinate during large-scale emergencies such as wildfires,
May 18, 2021 Item #8 Page 224 of 308
earthquakes, chemical spills and acts of terrorism. The EOC provides officials with real-time
information, such as fire perimeters, as well as other information essential to emergency response
decisions, such as the location of gas pipelines, schools, parks, etc. The EOC’s value to city officials
depends on the amount and quality of the information available during emergencies. As city
departments implement new technologies — such as unmanned aerial systems, or drones, and GIS
mapping tools — city staff must evaluate how these technologies will be reflected in the EOC. This is
an ongoing initiative.
May 18, 2021 Item #8 Page 225 of 308
FUTURE PROJECTS
Estimated Fiscal Year 2021-22 through 2025-26 Appropriations by Goal
The City of Carlsbad’s SDTIP for fiscal year 2021-22 to fiscal year 2025-26 outlines 37 projects at an
estimated total cost of $26.94 million. Of the $26.94 million, $15.41 million is for new or increased
funding for projects over the next five years. The information provided for future years reflects the
most comprehensive snapshot of known or anticipated future projects as well as associated
estimated costs.
Build Capacity for Data-
driven Decision Making
5%
Enhance Accessibility
and Transparency
7%
Foster a Vibrant
Civic Engagement
Culture
3%
Promote Security and
Sustainability through
Connectivity
47%
Pursue Communitywide
Digital Transformation
38%
Estimated Future Projects Costs by Goal
FY 2021-22 to FY 2025-26
$15.41 million
May 18, 2021 Item #8 Page 226 of 308
Estimated Fiscal Year 2021-22 Appropriations by Goal
The fiscal year 2021-22 SDTIP outlines $4.87 million in new appropriations for fiscal year 2021-22 to
provide additional funding for the continuation of existing projects as well as funding for new
projects.
Build Capacity for
Data-driven
Decision Making
7%
Enhance
Accessibility and
Transparency
23%
Foster a Vibrant
Civic Engagement
Culture
0%
Promote Security and
Sustainability through
Connectivity
45%
Pursue Communitywide
Digital Transformation
25%
Requested
FY 2021-22 Appropriations by Goal
$4.87 million
May 18, 2021 Item #8 Page 227 of 308
CONNECTED CARLSBAD GOAL FIVE-YEAR SCHEDULE OF PROJECTS BY ConnectedRequested Estimated Estimated Estimated Estimated EstimatedCarlsbad Funding Funding Project Prior Budget Year 2 Year 3 Year 4 Year 5 TotalProject NameGoal SourceIDType Appropriation 2021-22 2022-23 2023-24 2024-25 2025-26 FundingConsolidation & Replacement of Core SystemsPCDTIF95921Major 400,000$ -$ 2,000,000$ 2,000,000$ -$ -$ 4,400,000$ Digital Information NetworkPCDTIF95891Major 4,725,584 100,000 - - - - 4,825,584 Enterprise Asset Management SystemPCDTIFNAMajor 100,000 1,000,000 500,000 - - - 1,600,000 Financial System UpgradePCDTIF95691Major 500,000 - - - - - 500,000 Intranet UpgradePCDTIFNAMajor- - 60,000 - - - 60,000 Learning Management System (LMS)PCDTIF95971Major 410,000 - - - - - 410,000 Mobile Computer ProgramPCDTIF95841Major 350,000 - - - - - 350,000 OKTA/ServiceNow AutomationPCDTIFNAMajor 200,000 (200,000) - - - - - Project Portfolio Management Tool & ConsultingPCDTIF95821Major 200,000 300,000 - - - - 500,000 ServiceNow SAM ImplementationPCDTIFNAMajor 150,000 - - - - - 150,000 ServiceNow Service PortalPCDTIFNAMajor 150,000 - - - - - 150,000 Timekeeping System UpgradePCDTIFNAMajor- - 120,000 - - - 120,000 Global Positioning System (GPS) Technology HardwarePCDTIFNAMinor 45,916 - - - - - 45,916 7,231,500 1,200,000 2,680,000 2,000,000 - - 13,111,500 Data Governance and Operational AnalyticsBCDDMIFNAMajor- 295,000 - - - - 295,000 Discovery Management AssessmentBCDDMIFNAMajor- 30,000 - - - - 30,000 Meter Data Management/Utility AnalyticsBCDDM PendingNAMajor- - 500,000 - - - 500,000 - 325,000 500,000 - - - 825,000 Audio Visual UpgradesFVCECIF95371Major 525,000 100,000 100,000 100,000 100,000 100,000 1,025,000 Council Chamber Technology UpgradeFVCEC LCINAMajor 150,000 - - - - - 150,000 Digital Engagement & Analytics ConsultantFVCECIF95911Major 200,000 - - - - - 200,000 Outdoor Wireless Study FVCECIFNAMajor 100,000 - - - - - 100,000 Teleconferencing Services for Public MeetingsFVCECIF95961Major 240,000 (90,000) - - - - 150,000 1,215,000 10,000 100,000 100,000 100,000 100,000 1,625,000 Civic Engagement with Open DataEATIFNAMajor- 180,000 - 180,000 Exploration Hub Audio Visual UpgradeEATIFNAMajor- 41,852 - 41,852 Enterprise Digital Asset ManagementEATIFNAMajor- 50,000 - 50,000 Next Generation Online CatalogEATIFNAMajor- 40,000 - 40,000 Online Permitting/Electronic Reviews (E-Reviews)EATIFNAMajor- 645,000 - 645,000 Records Management System ExpansionEATIF95871Major 533,128 110,420 - 643,548 Virtual Permitting Counter (OpenCounter)EATIFNAMajor- 61,000 23,000 - - - 84,000 533,128 1,128,272 23,000 - - - 1,684,400 Annual Hardware and Infrastructure ReplacementPSSC ITRNAMajor Annual 1,102,635 920,000 1,030,000 1,485,000 1,110,000 5,647,635 Computer Aided Dispatch (CAD)PSSCIFNAMajor- 1,000,000 - - - - 1,000,000 Cyber Security Program DevelopmentPSSCIFNAMajor 250,000 100,000 100,000 100,000 100,000 100,000 750,000 Facility Security Master PlanPSSCIF95811Major 100,000 - - - - - 100,000 Unified Communications SystemPSSC ITRNAMajor 2,200,000 - - - - - 2,200,000 2,550,000 2,202,635 1,020,000 1,130,000 1,585,000 1,210,000 9,697,635 11,529,628$ 4,865,907$ 4,323,000$ 3,230,000$ 1,685,000$ 1,310,000$ 26,943,535$ Information Technology Replacement Fund = ITRInnovation Fund = IFLocal Cable Infrastructure = LCIProjectsTotalFunding Source AbbreviationsBuild Capacity for Data-driven Decision MakingBuild Capacity for Data-driven Decision Making TotalFoster a Vibrant Civic Engagement CultureFoster a Vibrant Civic Engagement Culture TotalEnhance Accessibility and TransparencyEnhance Accessibility and Transparency TotalPromote Security and Sustainability through ConnectivityPromote Security and Sustainability through Connectivity TotalPursue Communitywide Digital Transformation TotalSTRATEGIC DIGITAL TRANSFORMATION INVESTMENT PROGRAM PROJECTSConnected Carlsbad GoalPursue Communitywide Digital TransformationMay 18, 2021Item #8 Page 228 of 308
FIVE-YEAR SCHEDULE OF PROJECTS BY FUND ConnectedEstimated Estimated Estimated Estimated Estimated EstimatedFunding Carlsbad Funding Project Prior Year 1 Year 2 Year 3 Year 4 Year 5 TotalProject NameSource GoalIDType Appropriation 2021-22 2022-23 2023-24 2024-25 2025-26 FundingInnovation FundAudio Visual UpgradesFVCECIF95371Major 525,000$ 100,000$ 100,000$ 100,000$ 100,000$ 100,000$ 1,025,000$ Civic Engagement with Open DataEATIFNAMajor- 180,000 - - - - 180,000 Computer Aided Dispatch (CAD)PSSCIFNAMajor- 1,000,000 - - - - 1,000,000 Consolidation & Replacement of Core SystemsPCDTIF95921Major 400,000 - 2,000,000 2,000,000 - - 4,400,000 Cyber Security Program DevelopmentPSSCIFNAMajor 250,000 100,000 100,000 100,000 100,000 100,000 750,000 Data Governance and Operational AnalyticsBCDDMIFNAMajor- 295,000 - - - - 295,000 Digital Engagement & Analytics ConsultantFVCECIF95911Major 200,000 - - - - - 200,000 Digital Information NetworkPCDTIF95891Major 4,725,584 100,000 - - - - 4,825,584 Discovery Management AssessmentBCDDMIFNAMajor- 30,000 - - - - 30,000 Enterprise Asset Management SystemPCDTIFNAMajor 100,000 1,000,000 500,000 - - - 1,600,000 Enterprise Digital Asset ManagementEATIFNAMajor- 50,000 - - - - 50,000 Exploration Hub Audio Visual UpgradeEATIFNAMajor- 41,852 - - - - 41,852 Facility Security Master PlanPSSCIF95811Major 100,000 - - - - - 100,000 Financial System UpgradePCDTIF95691Major 500,000 - - - - - 500,000 Intranet UpgradePCDTIFNAMajor- - 60,000 - - - 60,000 Learning Management System (LMS)PCDTIF95971Major 410,000 - - - - - 410,000 Mobile Computer ProgramPCDTIF95841Major 350,000 - - - - - 350,000 Next Generation Online CatalogEATIFNAMajor- 40,000 - - - - 40,000 OKTA/ServiceNow AutomationPCDTIFNAMajor 200,000 (200,000) - - - - - Online Permitting/Electronic Reviews (E-Reviews)EATIFNAMajor- 645,000 - - - - 645,000 Outdoor Wireless Study FVCECIFNAMajor 100,000 - - - - - 100,000 Project Portfolio Management Tool & ConsultingPCDTIF95821Major 200,000 300,000 - - - - 500,000 Records Management System ExpansionEATIF95871Major 533,128 110,420 - - - - 643,548 ServiceNow SAM ImplementationPCDTIFNAMajor 150,000 - - - - - 150,000 ServiceNow Service PortalPCDTIFNAMajor 150,000 - - - - - 150,000 Teleconferencing Services for Public MeetingsFVCECIF95961Major 240,000 (90,000) - - - - 150,000 Timekeeping System UpgradePCDTIFNAMajor- - 120,000 - - - 120,000 Virtual Permitting CounterEATIFNAMajor- 61,000 23,000 - - - 84,000 Global Positioning System (GPS) Technology HardwarePCDTIFNAMinor 45,916 - - - - - 45,916 Innovation Fund Total9,179,628 3,763,272 2,903,000 2,200,000 200,000 200,000 18,445,900 Information Technology Replacement FundAnnual Hardware and Infrastructure ReplacementITR PSSCNAMajor Annual 1,102,635 920,000 1,030,000 1,485,000 1,110,000 5,647,635 Unified Communications SystemITR PSSCNAMajor 2,200,000 - - - - - 2,200,000 Information Technology Replacement Fund Total2,200,000 1,102,635 920,000 1,030,000 1,485,000 1,110,000 7,847,635 Local Cable InfrastructureCouncil Chamber Technology UpgradeLCI FVCECNAMajor 150,000 - - - - - 150,000 PendingMeter Data Management/Utility AnalyticsPending BCDDMNAMajor- - 500,000 - - - 500,000 - - 500,000 - - - 500,000 11,529,628$ 4,865,907$ 4,323,000$ 3,230,000$ 1,685,000$ 1,310,000$ 26,943,535$ Connected Carlsbad Goal AbbreviationsBuild Capacity for Data-driven Decision Making = BCDDMEnhance Accessibility and Transparency = EATFoster a Vibrant Civic Engagement Culture = FVCECPromote Security and Sustainability through Connectivity = PSSCPursue Communitywide Digital Transformation = PCDTDIGITAL TRANSFORMATION AND TECHNOLOGY INVESTMENT PROJECTSConnected Carlsbad GoalProjectsTotalMay 18, 2021Item #8 Page 229 of 308
PROJECT FUNDING SOURCES
Innovation Fund – Funds are set aside on a
yearly basis to fund ongoing SDTIP digital
transformation and technology projects
Information Technology Replacement Fund –
Funds are collected annually from the city’s
operating departments as part of the IT
Department internal service fund chargeback
and is based on an assets’ lifecycles and original
costs and is used to fund the replacement of
assets when they are at their end of useful life.
FUNDING SOURCES
There is funding available in the Innovation Fund to cover the project appropriations for year one.
Future year projects would need to be funded with future General Fund (or other funds when
appropriate, such as Utility Enterprise Funds). The transfers could come from city reserves (for one-
time expenditures), year-end budget surpluses or as an annual budgeted transfer. All transfers would
be brought to the City Council for approval, either during the annual budget adoption or other
resolution.
INNOVATION FUND
FUNDS AVAILABILITY PROJECTION
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
6,615,318$ 2,852,046$ (50,954)$ (2,250,954)$ (2,450,954)$
Transfers In - - - - -
Project Appropriations 3,763,272 2,903,000 2,200,000 200,000 200,000
2,852,046$ (50,954)$ (2,250,954)$ (2,450,954)$ (2,650,954)$
6,615,318$
Ending Available Balance
Balance Available for Future Projects
Beginning Available Balance
INFORMATION TECHNOLOGY DEPARTMENT REPLACEMENT FUND
FUNDS AVAILABILITY PROJECTION
Requested Estimated Estimated Estimated Estimated
Balance Year 1 Year 2 Year 3 Year 4 Year 5
2020-21 2021-22 2022-23 2023-24 2024-25 2025-26
1,321,372$ 1,654,923$ 850,000$ 1,100,000$ 1,277,565$
Replacement Cost Revenue 1,436,186 1,507,995 1,583,395 1,662,565 1,745,693
Replacement Appropriations 1,102,635 920,000 1,030,000 1,485,000 1,110,000
1,654,923$ 2,242,918$ 1,403,395$ 1,277,565$ 1,913,258$
1,321,372$
Beginning Available Balance
Estimated Available Funds
Ending Available Balance
May 18, 2021 Item #8 Page 230 of 308
FISCAL YEAR 2021-22 ROADMAP Strategic Digital Transformation Investment Program FY 2021-22 ScheduleLegend:ProjectOngoingGOALINITIATIVESConsolidation & Replacement of Core SystemsDigital Information NetworkEnterprise Asset Management SystemLearning Management System (LMS)Project Portfolio Management Tool & ConsultingServiceNow SAM ImplementationServiceNow Service PortalGlobal Positioning System (GPS) Technology HardwareGOALINITIATIVESData Governance and Operational Analytics Discovery Management AssessmentGOALINITIATIVESAudio Visual UpgradesDigital Engagement & Analytics ConsultantOutdoor Wireless Study Teleconferencing Services for Public MeetingsGOALINITIATIVESCivic Engagement with Open DataExploration Hub Audio Visual UpgradeEnterprise Digital Asset ManagementNext Generation Online CatalogOnline Permitting/Electronic Reviews (E-Review)Records Management SystemVirtual Permitting Counter (OpenCounter)GOALINITIATIVESAnnual Hardware and Infrastructure ReplacementComputer Aided Dispatch (CAD)Cyber Security Program DevelopmentTraffic Management Functionality EnhancementEnsure Adoption of Relevant New Technologies are Mirrored into EOCJUNJUNJUNJUNJUNMAYMAYMAYMAYMAYAPRAPRAPRAPRAPRMARMARMARMARMARFEBFEBFEBFEBFEBJANJANJANJANJANPromote Safety and Sustainability through ConnectivityOCTOCTJULAUGSEPEnhance Accessibility and TransparencyJULAUGSEPFoster a Vibrant Civic Engagement CultureBuild Capacity for Data-driven Decision MakingSEPOCTOCTPursue Community Wide Digital TransformationJULAUGJULAUGAUGJULOCTSEPSEPNOVDECDECDECDECDECNOVNOVNOVNOV----------Assessment-------------------RFP--------------------------------Selection---------------------------------------RFP---------------------------------Selection-------------------------------Agreement------------------------------------------RFP--------------------Selection----------------Agreement---------------------------------------------------------------------Ongoing----------------------------------------------------------------------------------------------------------------------------Ongoing-------------------------------------------------------------------Assessment------Task Order----------------------------------------------------------------Ongoing----------------------------------------------------------------------------------------------------------------------------Ongoing----------------------------------------------------------------------------------------------------------------------------Ongoing----------------------------------------------------------------------------------------------------------------------------Ongoing-------------------------------------------------------------------------------------------Agreement----------------------------------------------------Implementation----------------------------Implementation--------------Assessment----------Task Order--------------------Selection-------------------------------Implementation/Training------------------------------------Pilot-----------------------Roll Out----------------------------------Implementation-----------------------------License Setup--------------------------Ongoing Use Case Evaluation& Implementation----------------------------------------------------------------------------------Ongoing----------------------------------------------------------------------Implementation------------------------------Implementation------------------------------------------------------------------------------------Ongoing----------------------------------------------------------------------Implementation------------------------------Study-----------------------------------------------Selection------------------------------------------Agreement-----------------Implementation------------------------------Implementation------------------------------------------------------------------------------------Ongoing-------------------------------------------------------------------LicenseAquisition-----------------Implementation---------------Training----------CityWideRollOut-------------------------------------------Scoping &Evaluation-----------------------------------May 18, 2021Item #8 Page 231 of 308
FIVE-YEAR ROADMAP Strategic Digital Transformation Investment Program - 5-Year RoadmapLegend:In progressApprovedEvaluatingOngoingQ1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Consolidation & Replacement of Core SystemsDigital Information NetworkEnterprise Asset Management SystemFinancial System UpgradeIntranet UpgradeLearning Management System (LMS)Mobile Computer ProgramOKTA/ServiceNow Automation Project Portfolio Management Tool & ConsultingServiceNow SAM ImplementationServiceNow Service PortalTimekeeping System UpgradeGlobal Positioning System (GPS) Technology HardwareTransition to a Single Identity for Users of City ServicesQ1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Data Governance and Operational Analytics Discovery Management AssessmentMeter Data Management/Utility AnalyticsQ1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Audio Visual UpgradesCouncil Chamber Technology UpgradeDigital Engagement & Analytics ConsultantOutdoor Wireless Study Teleconferencing Services for Public MeetingsQ1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Civic Engagement with Open DataExploration Hub Audio Visual UpgradeEnterprise Digital Asset ManagementNext Generation Online CatalogOnline Permitting/Electronic Reviews (E-Review)Records Management SystemVirtual Permitting Counter (OpenCounter)Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Annual Hardware and Infrastructure ReplacementComputer Aided Dispatch (CAD)Cyber Security Program DevelopmentFacility Security Master PlanUnified Communications SystemTraffic Management Functionality EnhancementEnsure Adoption of Relevant New Technologies are Mirrored into EOCFY2024-25FY2025-26FY2025-26FY2025-26FY2025-26FY2025-26Enhance Accessibility and TransparencyFY2024-25FY2024-25FY2024-25FY2024-25Prior YearsFY 2021-22FY 2021-22INITIATIVESINITIATIVESPrior YearsPrior YearsFY 2022-23FY2023-24FY 2022-23FY 2022-23FY2023-24FY2023-24FY 2021-22GOALINITIATIVESFoster a Vibrant Civic Engagement CultureINITIATIVESGOALGOALBuild Capacity for Data-driven Decision MakingGOALPursue Community Wide Digital TransformationPrior YearsFY 2021-22FY 2022-23FY2023-24FY2023-24Prior YearsFY 2021-22FY 2022-23GOALINITIATIVESIn progress - has been fully approved and work has startedApproved - has been fully approved but work has not startedEvaluating - staff is currently studing merit and cost of initiative/projectOngoing - annual processPromote Safety and Sustainability through ConnectivityMay 18, 2021Item #8 Page 232 of 308
May 18, 2021 Item #8 Page 233 of 308
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad Capital Improvement Program reflects
the city’s ongoing commitment to maintaining the highest
standards of quality facilities for our community today and in
the future. It is a planning document, not a commitment for
spending. The 15-year program outlines the expenditure plan
for future capital projects and the corresponding revenues to
pay for those expenditures.
Projects that are shown in the CIP are generally defined as
any construction, rehabilitation or replacement of major
infrastructure such as streets, libraries, parks, fire stations and administrative facilities, water, sewer
and drainage facilities, and other facilities that are located on or in the ground. In most cases, the
total construction cost of each of these assets is recorded and tracked as part of the city’s inventory
of capital infrastructure assets and other city-owned property.
Once the City Council adopts the proposed annual CIP budget, projects receive an appropriation that
authorizes spending in the amount specified for the adopted fiscal year only. Estimated budget
information is shown for a 15-year period to provide the most comprehensive information about
known future projects. Spending authority in future years is not granted until adoption of the annual
proposed CIP budget associated with each year.
The City of Carlsbad’s philosophy is to take a proactive, long-range planning approach to building high
quality facilities and infrastructure that support the needs and priorities of the community. The CIP is
organized by the following project classifications:
Planning
Study
Plan
Assessment
Maintenance & Operations
Technical master plans
Repair
Refurbishment/ rehabilitation
Modifications
Improvements
Maintenance program
Monitoring
Replacement
Upgrade
Capital Projects
Regulatory & Policy-
Driven:
Legal requirements, compliance with Growth Management Plan, Climate Action Plan, defined projects to implement policies, plans and goals adopted by the City Council
Community
Enhancements: new facilities, expansions, parks & trails, traffic signals, coastal improvements
Project Accounting
CFD #1 Admin
Open space acquisition
Loans
Repayment/transfer
May 18, 2021 Item #8 Page 234 of 308
INVESTING IN OUR QUALITY OF LIFE
As the city continues to grow and develop, there is a corresponding increase in the demand for
development-related services and new facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted
a Growth Management Plan in 1986. The plan was established to manage development within the
city by linking residential, commercial, and industrial development directly to standards for
availability of public services and facilities.
The Growth Management Plan states that unless a standard level of facilities is available to meet new
demands resulting from the city’s growth, development cannot proceed. Recently, certain actions,
such as imposing a moratorium, have been determined to be impermissible by the California Housing
and Community Development Department, per Senate Bill 330, Housing Crisis Act of 2019, which
became effective on Jan. 1, 2020.
The detailed level of planning required by Growth Management has allowed the city’s CIP to
anticipate the funding needed for capital improvements in the next 15 years. Facilities such as
community centers, parks and fire stations have been constructed and opened to the public under
this program.
The CIP has been designed to specifically address areas where new or expanded facilities will be
needed to maintain compliance with the adopted performance standards. With the adoption of the
fiscal year 2021-22 CIP, compliance with the Growth Management Plan is continued.
Prudent financial planning has ensured ongoing funding to modernize, repair, and replace existing
infrastructure projects through numerous asset management programs, which ensure adequate
inspection, maintenance, and replacement of buildings and parks, water, sewer and drainage
systems, bridges, and roadways systems.
PROJECT EVALUATION
Development of the CIP is a team
effort involving all operational
departments, the City Manager’s
Office, the City Council, and the
community. Community feedback on
infrastructure needs is considered
and incorporated as appropriate. The
CIP is fully vetted at multiple levels of
the city organization by appropriate
staff using an inclusive and
transparent process, and reviewed
on a quarterly basis.
Capital
Improvement
Program
Public health and safety
City mission, vision and organizational values
Community values
Environmental review
Governing and policy documents
Funding availability
City Council goals
May 18, 2021 Item #8 Page 235 of 308
As the CIP is implemented throughout the year, staff continually re-evaluate projects’ scopes, costs
and schedules to responsibly and cost-effectively manage infrastructure assets at the required levels
of service throughout their lifecycle. Recommendations for project funding consider current project
status, project scheduling and sequencing requirements, project constraints, and current staff
capacity. Project charters are updated to include project description, location, summary of need,
justification including any legislative or policy citations, cost estimates, and project scores.
In anticipation of revenue decreases in some capital funding sources, staff recommended funding
adjustments in fiscal year 2021-22 that focused on matching existing resources with realistic and
achievable project schedules. New project requests were minimized and the city remains committed
to continue work on projects that are already underway.
FISCAL YEAR 2021-22 APPROPRIATIONS BY CATEGORY
In the fiscal year 2021-22 CIP, there are approximately 254 continuing and new projects planned over
the next 15 years. The fiscal year 2021-22 CIP outlines $56.2 million in new appropriations to provide
additional funding for the continuation of existing projects as well as funding for 20 new projects.
Projected revenues during the same fiscal year are estimated at $65.8 million.
Capital Projects
34%
Maintenance &
Operations
40%
Planning
1%
Project Accounting
25%
FY 2021-22 Appropriations by Category
$56.2 million
May 18, 2021 Item #8 Page 236 of 308
FISCAL YEAR 2021-22 APPROPRIATIONS BY PROJECT TYPE
Civic Buildings and Facility Maintenance
$8.2 million
This category includes a variety of facilities such as fire stations, libraries and the new City Hall. Costs
include repair, maintenance and replacement of civic buildings.
Parks
$2.6 million
Projects include improvements and enhancements to existing parks, such as playground resurfacing,
picnic areas and other needs identified by the community and in recently updated parks master plans.
Drainage
$7.2 million
The city’s drainage infrastructure plays an important role in handling storm water runoff flows, as well
as maintaining the water quality of the city’s creeks, lagoons and ocean. As the city continues to age, it
is increasingly necessary to balance repairing and replacing the existing lines with enhancing the
current infrastructure to accommodate future needs.
Sewer
$11.5 million
The city’s sewer, or wastewater, projects include numerous pipeline construction and rehabilitation
projects, as well as improvements to the Encina Wastewater Treatment facility. Most new lines are
built and paid for with impact fees collected with new development.
Water and Recycled Water
$3.1 million
Future water and recycled water projects include construction of new pipelines, replacement of
existing waterlines and reservoir improvements. The Carlsbad Municipal Water District has been
producing and delivering recycled water for over 30 years.
Transportation
$23.6 million
People of all ages and abilities want to go places safely and conveniently in the City of Carlsbad, whether
they drive, walk, bike, or ride a bus or train. The City of Carlsbad continues to invest in modernizing
roads, leveraging technology to improve traffic systems, and making timely repairs and rehabilitation
of the roadways, bridges, sidewalks and other assets in public rights of way throughout the city.
May 18, 2021 Item #8 Page 237 of 308
NEW CAPIT AL IMPROVEMENT PROJECTS
Cannon Road and Paseo del Norte Sustainable Mobility
Plan and Growth Management Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 60,000
TOTAL $ 60,000
About This Project
The project will design and construct bicycle improvements at Cannon Road and Paseo del Norte in
the eastbound and westbound approaches.
Project Need
The project is required by the Growth Management Plan Traffic Monitoring Program and was
identified by the Sustainable Mobility Plan as a priority project.
Cannon Road Lift Station Improvements
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Replacement
Budget
FY22 $ 150,000
FY23 $ 530,000
TOTAL $ 680,000
About This Project
The project will install an isolation valve in the flow meter vault and replace existing check valves.
Project Need
There is no ability to isolate the force main during maintenance of the flow meter and the existing
check valves are due for replacement.
May 18, 2021 Item #8 Page 238 of 308
Carlsbad Boulevard Lane Reduction and Edge Striping
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 300,000
TOTAL $ 300,000
About This Project
The project will design and construct a lane reduction for southbound Carlsbad Boulevard including
new edge striping for the west side of roadway.
Project Need
The striping changes will provide wider bicycle lanes and shoulder widths for the west side of
Carlsbad Boulevard, which is very popular with bicyclists and pedestrians. The project is consistent
with the General Plan Mobility Element Coastal Street typology and the Sustainable Mobility Plan. It
will increase on-street beach parking and enhance bike and pedestrian safety.
Carlsbad B oulevard Pedestrian Improvement Project
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax, Federal Grant
Budget
FY22 $ 700,000
TOTAL $ 700,000
About This Project
The project will construct pedestrian enhancements at six uncontrolled crosswalk locations on
Carlsbad Boulevard. Improvements include curb extensions, in-pavement flashing lights, green bike
lane treatments and street lighting.
Project Need
With support from the Traffic and Mobility Commission, the City Council directed staff to implement
the project, and appropriated $591,600 in funding received from the Caltrans Highway Safety
Improvement Program.
May 18, 2021 Item #8 Page 239 of 308
Carlsbad Water Recycling Facility Roof Replacement
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source: Recycled Water
Replacement
Budget
FY22 $ 225,000
TOTAL $ 225,000
About This Project
The project will replace the roof on the Carlsbad Water Recycling Facility.
Project Need
The existing roof is at the end of its useful life and has had multiple failures. Replacement of the roof
is required to protect the integrity of the structure.
May 18, 2021 Item #8 Page 240 of 308
Chestnut Underpass Public Art Project
Managing Department: Transportation
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 100,000
FY23 $ 150,000
TOTAL $ 250,000
About This Project
In alignment with the Interstate 5 expansion by Caltrans, the city will install a public art project in the
Chestnut Avenue underpass. The project is not city initiated, but is planned with the overall
enhancements for the North Coast Corridor project being implemented by Caltrans.
Project Need
This is a unique opportunity for the city to collaborate with Caltrans to bring immediate value by
bringing in an innovative, unique public art element to this neighborhood. This will be in alignment
with other North County municipalities which have already installed public art installations along with
I-5 Corridor, such as Solana Beach and Encinitas. This is the city’s first significant public art installation
that will be connected to a major transportation improvement project.
The Chestnut Avenue underpass provides a setting for an opportunity for a high-profile public art
installation and will provide a bridge between the two neighborhoods of Pine and Holiday Community
Parks. This two-phase approach will designate funding for a design phase up to $100,000 in fiscal year
2021-22 which will be supported by a national call to public artists. The fabrication phase, with a
timeline yet to be determined, will fund up to $150,000 to install the art in partnership with city and
Caltrans planning and construction teams.
This opportunity elevates the city’s reputation as a base for a significant regional public art collection
and directly connects to our city’s Arts & Culture Master Plan initiative described in Physical Realm
2.2, which states, “As plans for the Coastal Corridor develop, work with regional planning agencies
and artists to identify opportunities for displaying public art.”
May 18, 2021 Item #8 Page 241 of 308
Cole Library Security Fencing
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 40,000
FY23 $ 130,000
TOTAL $ 170,000
About This Project
The project will install security fencing around portions of the facility.
Project Need
The scope of this project would include architectural design services to create a solution that is both
functional and aesthetically in line with the library’s existing architecture.
El Fuerte Lift Station Pump Addition
Managing Department: Utilities
Classification: Capital Project
Funding Source: Sewer Connection
Budget
FY22 $ 180,000
FY23 $ 600,000
TOTAL $ 780,000
About This Project
This project will add a third sewer lift pump for redundancy.
Project Need
City standards for lift stations require a redundant pump to allow for maintenance or an unplanned
outage of existing pumps.
May 18, 2021 Item #8 Page 242 of 308
Fire Department Administration Offices
Managing Department: Facilities
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 150,000
TOTAL $ 150,000
About This Project
The project will construct office space to centralize Fire Department management and administration
staff.
Project Need
The initial funding request will support planning and design development efforts to centralize staff
that are currently working out of various city locations to improve operational efficiency.
Fire Station 6 Renovation
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source:
General Capital Construction
Budget
FY22 $ 35,000
TOTAL $ 35,000
About This Project
This project will convert the existing captain's office into sleeping quarters.
Project Need
To better meet the Standards of Cover study recommendations regarding national response time
standards, the Fire Department anticipates adding or shifting personnel to the existing Fire Station 6.
May 18, 2021 Item #8 Page 243 of 308
Jefferson Street Sustainable Mobility Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 75,000
TOTAL $ 75,000
About This Project
This project will design and construct climbing lanes, or Class II buffered bicycle lanes, in the uphill
direction on the bridge with shared lane markings, or Class III sharrows, in the downhill direction.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project.
L a Costa Avenue Sustainable Mobility Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 110,000
TOTAL $ 110,000
About This Project
The project will design and construct bicycle improvements at El Camino Real and La Costa Avenue,
as well as bike lane conflict area striping treatments on La Costa Avenue at Piraeus Street and Saxony
Road.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project.
May 18, 2021 Item #8 Page 244 of 308
Las Flores Drive Sustainable Mobility Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY23 $ 85,000
TOTAL $ 85,000
About This Project
This project will design and construct Class II buffered bicycle lanes and enhanced pedestrian
crossings via roadway striping.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project.
Las Palmas Roof Replacement
Managing Department: Facilities
Classification: Maintenance and
Operations
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 500,000
TOTAL $ 500,000
About This Project
This project will replace the roof on the Las Palmas facility.
Project Need
The existing roof is at the end of its useful life and has had multiple failures. Replacement of the roof
is required to protect the integrity of the structure.
May 18, 2021 Item #8 Page 245 of 308
Palomar Airport Road and Avenida Encinas Growth
Management Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY22 $ 230,000
TOTAL $ 230,000
About This Project
The project will design and construct a westbound left-turn lane extension at Palomar Airport Road
and Avenida Encinas.
Project Need
The project is required by the Growth Management Plan Traffic Monitoring Program.
Schulman Auditorium and Cannon Art Ga llery Improvements
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 200,000
TOTAL $ 200,000
About This Project
The project includes design, installation and commissioning of a new audiovisual system, lighting
system and controls, and other technology elements for the Schulman Auditorium. The Cannon Art
Gallery requires design, installation and commissioning of upgraded HVAC, electrical and interior
space refurbishments, including technology upgrades as necessary to support industry standards for
the presentation of art, audio programming and visitor support features.
Project Need
The Cannon Art Gallery interior space has not been upgraded since it was originally constructed and
existing audiovisual and lighting systems in the auditorium are deficient. The 2018 Arts & Culture
Master Plan identifies the need to revise and refurbish the gallery, which results in greater eligibility
to secure national touring exhibits and expanded programming options. Updating both spaces
increases revenue potential for rentals of the spaces.
May 18, 2021 Item #8 Page 246 of 308
S enior Center Security Fencing
Managing Department: Facilities
Classification: Capital Project
Funding Source: Infrastructure
Replacement
Budget
FY22 $ 20,000
FY23 $ 58,000
TOTAL $ 78,000
About This Project
The project will install security fencing around portions of the facility.
Project Need
Security fencing will be installed in secluded sections of the building to remove potential areas for
loitering.
May 18, 2021 Item #8 Page 247 of 308
State Street Parking Lot Electric Vehicle Charging Stations
Managing Department: Transportation
Classification: Capital Project
Funding Source: Public Facility Fees
Budget
FY22 $ 300,000
TOTAL $ 300,000
About This Project
Capitalizing on incentives potentially available through the California Electronic Vehicle Infrastructure
Project, orCALeVIP, this project will install up to two direct current fast chargers, or DCFC, and up to
eight Level 2 electric vehicle charging stations in the city-owned parking lot on the west side of State
Street between Oak Avenue and Carlsbad Village Drive. DCFC are currently the fastest commercially
available chargers and are designed to fill a standard electric vehicle battery up to 80% in 20-40
minutes with a maximum charge rate often limited by the EV acceptance rate. Level 2 charging
stations are the most prevalent type of charger in the region, the same type of charger we have at
other city-owned EV charging stations.
Project Need
The city has installed publicly available EV charging at five locations: Aviara Community Park, Pine
Avenue Community Park, Stagecoach Community Park, Alga Norte Community Park, and the State
Street parking lot. Usage of the State Street EV charging stations is currently more than double the
usage at any of the other locations. Increasing the number of EV charging stations in the Village and
Barrio area will increase the availability for the public to charge their vehicles while enjoying local
amenities. The project addresses the Climate Action Plan, section L-3, community EV charging.
Tamarack Avenue Sustainable Mobility Plan Improvements
Managing Department: Transportation
Classification: Capital Project
Funding Source: Gas Tax
Budget
FY23 $ 200,000
FY24 $ 510,000
TOTAL $ 710,000
About This Project
The project will design and construct lane reduction for Tamarack Avenue including buffered bicycle
lanes.
Project Need
The project was identified by the Sustainable Mobility Plan as a priority project.
May 18, 2021 Item #8 Page 248 of 308
Temporary Fire Station 7
Managing Department: Facilities
Classification: Capital Project
Funding Source:
General Capital Construction
Budget
FY22 $ 900,000
TOTAL $ 900,000
About This Project
The project will locate and prepare a site in the vicinity of Cannon Road and Avenida Encinas for the
purpose of siting a Temporary Fire Station 7. This will include grading, asphalt and concrete, utilities
for temporary housing trailer, Sprung structure, and any other associated temporary structures to
operate a new temporary fire station for the next five to seven years. The trailer and Sprung structure
currently being utilized as Temporary Fire Station 2 at the Carlsbad City Library will be relocated to
the Cannon site following completion of the new Fire Station 2, with operations at the new
Temporary Fire Station 7 anticipated to begin in fiscal year 2022-23.
Project Need
In 2019, the Fire Department commissioned a Standards of Cover, or SOC, study to evaluate the
current fire operations service delivery and make recommendations regarding needed changes to
meet national response time standards. The recommendations of the SOC study were presented to
the City Council in 2020, at which time the City Council requested that a proposal be brought forward
by the Fire Chief to enhance the city’s emergency operations response to address deficiencies noted
in the study.
The initial funding will be used to verify the potential use of favorable sites for the temporary station
and for initial scoping and planning work. Potential locations will be analyzed and environmental and
regulatory requirements identified. Staff anticipates that the temporary station will require a
Conditional Use Permit and a Coastal Development Permit. The temporary station site location in the
Cannon Road and Avenida Encinas vicinity is desirable as it would allow the Fire Department to
provide emergency response on the west side of Interstate 5, where there are currently no fire
stations. This location would also allow the Fire Department to locate a fire truck company in an area
where the current response from Fire Station 5 has extended response times. This location could also
house the current ocean lifeguard program on a temporary basis.
May 18, 2021 Item #8 Page 249 of 308
CAPITAL IMPR OVEMENT PROGRAM REVENUES
Over the next 15 years, revenues for capital projects are estimated at $800.9 million and are
segregated into six major funding sources: (1) fees generated by development in the City of Carlsbad,
(2) special district fees and taxes from the community facilities districts and bridge and thoroughfare
benefit districts, (3) water and wastewater replacement funds, (4) infrastructure replacement funds
other than wastewater and water, (5) general capital construction funds, and (6) other sources,
including grants, sales taxes and contributions from other agencies.
Approximately 18.6% of all capital revenue is received as a result of development, including
Developer Fees and financing districts in the chart above, and is dependent upon assumptions made
about the city's annual growth in dwelling units and commercial and industrial square feet. These
revenues include Public Facilities Fees, Traffic Impact Fees, Park-In-Lieu Fees, Planned Local Drainage
Fees, Water Connection Fees, Sewer Connection charges, and community facilities districts and
bridge and thoroughfare benefit districts fees.
Water and wastewater replacement revenues generated by user fees equal approximately 37.0% of
total revenues and are used to pay for replacement of existing water and sewer facilities.
Infrastructure Replacement and General Capital Construction revenues, equal to 23.6%, are transfers
from the city’s General Fund, which are being set aside to pay for replacement of major capital
facilities other than wastewater and water facilities and the construction of various municipal
projects. The remaining 20.8% consists of revenues from other agencies and include federal and state
grants, the county sales tax program TransNet, gas taxes, and contributions or reimbursements from
cities, developers, and other agencies.
Developer Fees
14.1%
Financing districts 4.5%
Utility Replacement
transfers
37.0%Infrastructure
Replacement
transfers
11.8%
General Capital
Construction
transfers
11.8%
Other agencies
20.8%
Capital Improvement Program
Projected Revenues FY 2021-22 to FY 2035-36
$800.9 million
May 18, 2021 Item #8 Page 250 of 308
FUTURE GROWTH AND DEVELOPMENT
As shown on the graph on the previous page, there are a variety of revenues that are used to fund
the capital projects. In order to estimate revenues to be received from development, several
assumptions about the rate and type of future development are made. These assumptions can
change from year to year and tend to correlate with the current economic climate.
Every year, city staff evaluates all existing and future private development projects and compares this
information to the capacity of the city using the most current adopted general plans. Information
about existing development activity combined with estimates of how remaining net developable land
might develop is then summarized to prepare future projections about when and where residential
and non-residential development may occur. The following table shows the number of residential
units and non-residential square feet of development that was used in calculating estimated
revenues for fiscal year 2021-22 and subsequent years to build out.
Projecte d Future Development
Financial forecasting schedules are prepared to ensure that funding will be sufficient and available for
construction of capital projects as planned in the CIP. In addition to evaluating whether or not capital
funds are sufficient, significant operating cost impacts and availability of staff resources are also
considered in evaluating the timing of projects. Where funding discrepancies occur, alternative
financing methods and project timing are evaluated and recommendations are made to resolve the
discrepancies.
Conservatively, about 2,652 residential units are anticipated for future development, and it is
currently estimated that the city is more than 90% built out. Residential development for fiscal year
2021-22 is projected at 149 units, and, over the next five years, should average 230 units per year.
The amount of non-residential development is projected at about 213,000 square feet over the next
five years.
Projects include several multi-family residential developments, commercial industrial, office and
other mixed-use projects. Development estimates provide data for estimating future fee revenues,
which are calculated by multiplying each applicable development fee by the estimated number of
dwelling units and/or square feet of construction expected during each year.
Fiscal Year
Residential
Units
Non-Residential Square
Feet
2021-22 149 71,270
2022-23 379 16,956
2023-24 267 53,225
2024-25 295 68,655
2025-26 90 3,225
2027-31 971 2,280,632
2032-build out 501 2,342,735
Totals 2,652 4,836,698
May 18, 2021 Item #8 Page 251 of 308
FUTURE PROJECTS
The CIP for fiscal year 2021-22 to fiscal year 2035-36 outlines approximately 254 projects at a cost of
$670 million. Long-range planning and responsible asset management play key roles in the
development of future capital projects. Using data from various infrastructure master plans, ongoing
asset condition assessments, technical modelling, field inspections as well as community feedback,
the information provided for future years reflects the most comprehensive snapshot of known or
anticipated future projects as well as associated estimated costs.
Civic facilities
12%
Parks
9%
Drainage
6%
Wastewater28%
Water/Recycled
Water
22%
Transportation
23%
Future Project Costs By Type
FY 2021-22 to FY 2035-36
$670 million
May 18, 2021 Item #8 Page 252 of 308
CALCULATION OF FUTURE FEES
The revenue projections in the CIP reflect the growth assumptions identified in the previous section.
The following information delineates how those assumptions were applied to estimate future
development revenues. The mix of future multi-family and single-family residential units is assumed
to be 80% and 20%, respectively, and reflects the anticipated mix of residential development for each
Local Facilities Management Zone.
In order to calculate estimated revenues for Traffic Impact Fees, the number of average daily trips
was computed for each type of development use. An attached multi-family residential dwelling unit is
assigned either eight or six trips and a detached single-family unit is assigned 10 trips per day. The
trips-per-day value for commercial and industrial buildings are 40 and eight trips per 1,000 square
feet of development, respectively, although the actual volume of trips generated by commercial and
industrial buildings can vary widely depending on the ultimate land use.
CFD No. 1 is a citywide district established to finance various civic facilities required under the city’s
Growth Management Plan. Park-in-Lieu Fees are collected for the purchase and development of
parkland within each quadrant of the city, and the fees are based on the acquisition cost of parkland.
Projects in the CIP funded with Park-in-Lieu Fees include future park site acquisition, development
and restoration. Bridge and thoroughfare fee districts or BTDs are formed by property owners to
finance specific road construction projects located within the district boundaries. BTD No.2 Poinsettia
Lane/ Aviara Parkway was formed to finance the construction of Poinsettia Lane between Aviara
Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane.
UNFUNDED PROJECTS
There are six projects identified in the CIP for which there is no identifiable funding source and, in
some cases, where only partial funding has been identified. The city will investigate obtaining
possible external funding, such as federal and state grants, loans, or other financing sources. Once
funding is identified for these projects, the project costs will have to be reviewed and updated to
reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases. Two
projects are partially funded by the Traffic Impact Fee program. The program was planned to
generate enough revenue to pay for 20% of the total costs of these projects, leaving the remaining
80% unfunded.
Business Park Recreational Facility (Partial Funding)6,600,000$
Cannon Lake Park (6.7 Acres)2,243,000
Carlsbad Blvd. Mountain View To Northerly City Limits (Partial Funding)6,905,600
Carlsbad Blvd./ Palomar Airport Road (Partial Funding)14,109,600
Carlsbad Blvd. Realignment - Segments 3-5 26,100,000
College Boulevard Extension 30,000,000
TOTAL UNFUNDED PROJECTS 85,958,200$
May 18, 2021 Item #8 Page 253 of 308
PROJECTED FUND BALANCES FOR FISCAL YEAR 2020-21
July 1, 2020 Projected June 30, 2021
Unreserved Projected Projected Debt Service Projected
Fund Balance Revenues Expenditures Loans & Other Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 11,920,207 1,907,682 - - 13,827,889
BTD#3 - Cannon Road West 513,549 7,150 - - 520,699
Community Development Block Grant - - - - -
CFD #1 - Citywide 91,328,320 3,479,363 1,434,067 149,600 93,224,016
Gas Tax 13,457,554 2,875,081 2,509,390 610,000 13,213,245
Gas Tax (Road Maint. & Rehab Acct.)2,477,640 2,096,490 175,728 - 4,398,401
General Capital Const.42,273,928 4,500,000 14,470,611 - 32,303,317
Grants - Federal - 1,398,825 136 - 1,398,689
Infrastructure Replacement 120,681,890 2,665,814 5,919,603 - 117,428,102
Other 1,897,038 26,352 6,602 - 1,916,789
Park Fee Zones 5,13,16, 17, 18 4,613,836 186,853 - - 4,800,689
Park-In-Lieu NE 4,121,004 513,129 - - 4,634,133
Park-In-Lieu NW 1,735,200 423,441 - - 2,158,641
Park-In-Lieu SE 1,724,128 24,030 - - 1,748,158
Park-In-Lieu SW 433,069 355,373 - - 788,442
Planned Local Drainage Area A 939,865 71,988 38,820 - 973,033
Planned Local Drainage Area B 2,317,826 185,550 370,867 - 2,132,510
Planned Local Drainage Area C 1,530,437 23,498 2,640 - 1,551,294
Planned Local Drainage Area D 695,123 35,343 80,217 - 650,249
Public Facilities Fee 28,883,659 2,164,267 385,361 - 30,662,565
Sewer Connection 8,266,772 522,778 2,863,782 - 5,925,767
Sewer Replacement 23,632,552 5,601,306 5,416,628 - 23,817,231
TDA - - - - -
Traffic Impact Fee 23,538,276 2,754,390 2,459,678 - 23,832,987
Transnet/Local 25,877,351 4,112,892 3,253,329 - 26,736,914
Transnet/STP - - - - -
Water - Potable 35,338,444 1,423,518 107,255 - 36,654,707
Water - Recycled (8,177,289) 261,688 5,145,298 - (13,060,899)
Water Replacement - Potable 55,513,647 6,961,434 6,744,933 - 55,730,148
Water Replacement - Recycled 18,242,217 245,107 250,008 - 18,237,317
Total 513,776,242 44,823,342 51,634,953 759,600 506,205,030
May 18, 2021 Item #8 Page 254 of 308
PROJECTED FUND BALANCES FOR FISCAL YEAR 2021-22
July 1, 2021 June 30, 2021 July 01, 2021 2021-22 June 30, 2022
Projected Estimated Continuing New Total CIP Projected
Fund Balance Revenues Appropriations Appropriations Appropriations Balance
BTD#2 - Poinsettia Lane/Aviara Pkwy 13,827,889 - 13,499,116 - 13,499,116 328,773
BTD#3 - Cannon Road West 520,699 60,984 - - - 581,683
Community Development Block Grant - - - - - -
CFD #1 - Citywide 93,224,016 4,518,318 30,650,767 2,106,890 32,757,657 64,984,677
Gas Tax 13,213,245 2,955,545 11,008,383 4,372,489 15,380,872 787,918
Gas Tax (Road Maint. & Rehab Acct.)4,398,401 2,252,350 3,724,993 2,520,000 6,244,993 405,758
General Capital Const.32,303,317 5,353,000 21,302,072 2,247,000 23,549,072 14,107,245
Grants - Federal 1,398,689 2,367,600 1,398,689 2,367,600 3,766,289 (0)
Infrastructure Replacement 117,428,102 5,353,000 28,655,339 16,097,910 44,753,249 78,027,853
Other 1,916,789 - 1,287,990 - 1,287,990 628,799
Park Fee Zones 5,13,16, 17, 18 4,800,689 12,955 - - - 4,813,644
Park-In-Lieu NE 4,634,133 - 200,000 200,000 400,000 4,234,133
Park-In-Lieu NW 2,158,641 593,015 792 - 792 2,750,864
Park-In-Lieu SE 1,748,158 301,228 4,111 - 4,111 2,045,275
Park-In-Lieu SW 788,442 - 223,037 - 223,037 565,405
Planned Local Drainage Area A 973,033 - 16,254 25,000 41,254 931,779
Planned Local Drainage Area B 2,132,510 75,256 1,739,651 - 1,739,651 468,115
Planned Local Drainage Area C 1,551,294 67,764 17,610 25,000 42,610 1,576,448
Planned Local Drainage Area D 650,249 35,927 19,645 25,000 44,645 641,531
Public Facilities Fee 30,662,565 763,379 3,185,749 4,633,000 7,818,749 23,607,195
Sewer Connection 5,925,767 251,948 3,609,613 (620,000) 2,989,613 3,188,102
Sewer Replacement 23,817,231 5,599,836 26,723,829 8,576,620 35,300,449 (5,883,383)
TDA - - - - - -
Traffic Impact Fee 23,832,987 604,551 16,510,568 3,076,000 19,586,568 4,850,970
Transnet/Local 26,736,914 4,304,000 21,110,881 4,790,000 25,900,881 5,140,032
Transnet/STP - - - - - -
Water - Potable 36,654,707 998,529 4,235,114 7,000,183 11,235,297 26,417,939
Water - Recycled (13,060,899) 20,217,580 6,920,441 - 6,920,441 236,239
Water Replacement - Potable 55,730,148 9,122,706 44,404,925 (3,460,116) 40,944,809 23,908,045
Water Replacement - Recycled 18,237,317 - 5,983,629 2,172,100 8,155,729 10,081,588
Total 506,205,030 65,809,472 246,433,198 56,154,676 302,587,874 269,426,628
May 18, 2021 Item #8 Page 255 of 308
REVENUE PROJECTIONS SCHEDULE
2017-18 2018-19 2019-20 2020-21 2021-22
Actual Actual Actual Projected Estimated
Fund Revenue Revenue Revenue Revenue Revenue
BTD#2 - Poinsettia Lane/Aviara Pkwy 305,677 751,810 217,466 1,907,682 -
BTD#3 - Cannon Road West 4,293 18,996 17,696 7,150 60,984
Community Development Block Grant 16,335 - - - -
CFD #1 - Citywide 2,795,212 6,095,889 5,736,415 3,479,363 4,518,318
Gas Tax 2,749,382 3,299,173 3,118,353 2,875,081 2,955,545
Gas Tax (Road Maint. & Rehab Acct.)661,528 2,132,844 2,067,614 2,096,490 2,252,350
General Capital Const.- 1,077,525 5,111,500 4,500,000 5,353,000
Grants - Federal 40,371 956,847 41,175 1,398,825 2,367,600
Infrastructure Replacement 10,358,061 15,073,019 9,369,345 2,665,814 5,353,000
Other 11,763 19,704 65,369 26,352 -
Park Fee Zones 5,13,16, 17, 18 501,489 244,229 255,028 186,853 12,955
Park-In-Lieu NE 69,308 1,441,530 347,407 513,129 -
Park-In-Lieu NW 771,528 1,086,531 260,256 423,441 593,015
Park-In-Lieu SE 16,622 372,419 326,671 24,030 301,228
Park-In-Lieu SW 61,225 190,127 271,373 355,373 -
Planned Local Drainage Area A 77,773 155,094 48,111 71,988 -
Planned Local Drainage Area B 75,817 136,887 174,328 185,550 75,256
Planned Local Drainage Area C 5,489 82,796 53,875 23,498 67,764
Planned Local Drainage Area D 22,847 124,198 31,433 35,343 35,927
Public Facilities Fee 4,947,110 3,673,762 3,439,781 2,164,267 763,379
Sewer Connection 842,150 874,464 749,326 522,778 251,948
Sewer Replacement 4,872,244 7,662,061 5,682,839 5,601,306 5,599,836
TDA 23,682 - - - -
Traffic Impact Fee 3,059,920 2,586,291 1,924,738 2,754,390 604,551
Transnet/Local 4,269,152 3,779,436 4,546,554 4,112,892 4,304,000
Transnet/STP - - - - -
Water - Potable 1,786,623 2,064,521 2,188,356 1,423,518 998,529
Water - Recycled 1,231,038 2,144,721 2,815,693 261,688 20,217,580
Water Replacement - Potable 5,002,438 6,970,260 7,885,252 6,961,434 9,122,706
Water Replacement - Recycled 1,348,906 2,046,796 1,995,701 245,107 -
Total 45,927,983 65,061,930 58,741,652 44,823,342 65,809,472
Note: Revenues include loans, advances and transfers.
May 18, 2021 Item #8 Page 256 of 308
BUDGET EXPENDITURE SCHEDULE
2018-19 2019-20 2020-21 2021-22 2021-22 2021-22
Actual Actual Estimated Continuing New Total CIP
FUND Expense Expense Expense Appropriations Appropriations Appropriations
BTD#2 - Poinsettia Lane/Aviara Pkwy - 270,034 - 13,499,116 - 13,499,116
BTD#3 - Cannon Road West - - - - - -
Community Development Block Grant - - - - - -
CFD #1 - Citywide 665,531 381,703 1,583,667 30,650,767 2,106,890 32,757,657
Gas Tax 2,609,525 2,803,727 3,119,390 11,008,383 4,372,489 15,380,872
Gas Tax (Road Maint. & Rehab Acct.)1,441,968 889,601 175,728 3,724,993 2,520,000 6,244,993
General Capital Const.3,355,394 5,503,817 14,470,611 21,302,072 2,247,000 23,549,072
Grants - Federal - 41,175 136 1,398,689 2,367,600 3,766,289
Infrastructure Replacement 1,963,003 5,848,629 5,919,603 28,655,339 16,097,910 44,753,249
Other - - 6,602 1,287,990 - 1,287,990
Park Fee Zones 5,13,16, 17, 18 - - - - - -
Park-In-Lieu NE - - - 200,000 200,000 400,000
Park-In-Lieu NW (1,716) 925 - 792 - 792
Park-In-Lieu SE 432,960 4,850 - 4,111 - 4,111
Park-In-Lieu SW 2,458,313 383,869 - 223,037 - 223,037
Planned Local Drainage Area A 3,352 107,524 38,820 16,254 25,000 41,254
Planned Local Drainage Area B 1,114,394 305,319 370,867 1,739,651 - 1,739,651
Planned Local Drainage Area C 2,168 99,472 2,640 17,610 25,000 42,610
Planned Local Drainage Area D 2,451 107,285 80,217 19,645 25,000 44,645
Public Facilities Fee 4,996,962 1,184,567 385,361 3,185,749 4,633,000 7,818,749
Sewer Connection 1,293,191 190,119 2,863,782 3,609,613 (620,000) 2,989,613
Sewer Replacement 5,934,908 7,797,397 5,416,628 26,723,829 8,576,620 35,300,449
TDA - - - - - -
Traffic Impact Fee 324,564 629,024 2,459,678 16,510,568 3,076,000 19,586,568
Transnet/Local 1,561,510 4,294,221 3,253,329 21,110,881 4,790,000 25,900,881
Transnet/STP - - - - - -
Water - Potable 6,700 42,813 107,255 4,235,114 7,000,183 11,235,297
Water - Recycled 825,659 6,937,689 5,145,298 6,920,441 - 6,920,441
Water Replacement - Potable 7,089,068 6,761,187 6,744,933 44,404,925 (3,460,116) 40,944,809
Water Replacement - Recycled 215,047 151,548 250,008 5,983,629 2,172,100 8,155,729
Total 36,294,952 44,736,495 52,394,553 246,433,198 56,154,676 302,587,874
Note: Expenditures include loans, advances and transfers.
May 18, 2021 Item #8 Page 257 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Abandon Potable Services (New
Recycled Services)
Multiple
Districts Medium 52051
WATER
REPL
ADA Beach Access-Pine To Tamarack District 1 Medium 60651 GCC
ADA Improvement Program Multiple
Districts
High 60491
TRANSNET-
LOC
60492 IRF
Adaptive Traffic Signal Program Multiple
Districts
High 63261
TRANSNET-
LOC
63264 TRANSNET-
LOC
63265 IRF
Advance Street Name Signs Multiple
Districts High 60861 GAS TAX
Agua Hedionda Creek Maintenance District 2 High 33381 PLDB
66292 IRF
Agua Hedionda Lift Station Biological
Monitoring And Maintenance District 2 Medium 55451
SEWER
REPL
Alga Norte Park Modifications District 3 Medium 47331 GCC
Assessment District 97-1 MaintenanceDistrict 3 Medium 60841 GCC
Avenida Encinas Pedestrian Access
Improvements District 2 Critical 60911 GAS TAX
Avenida Encinas Widening - South of
Palomar Airport Road
Multiple
Districts
High 60041 TIF
60042Temp FED GRNT
Aviara and Hidden Canyon Parks
Playground Safety Resurfacing
Multiple
Districts Low 47451 IRF
Aviara Community Park - Phase 2 District 2 Low 46041 PIL-SW
46042 PIL-SW
46043 PFF
1,925,825---500,000500,00050,000-866,1751,742,000
2,875,000-----2,500,000-375,000
8,670,0002,225,0002,225,000175,000715,000175,000715,000640,0001,800,000
---------
2,583,979-------2,583,979
1,000,000-------1,000,000
800,000------800,000-
40,000-------40,000
3,559,895-------3,559,895
298,000---80,00080,00080,00058,000-
225,000-------225,000
974,000-----660,000-314,000
420,000-------420,000
75,000-------75,000
5,177,903-----3,177,0002,000,000903
1,776,000------1,776,000-
600,000-------600,000
3,120,500-------3,120,500
38,200-------38,200
15-year Capital Improvement Program
May 18, 2021 Item #8 Page 258 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Aviara Community Park - Phase 2 District 2 Low
46042 PIL-SW
46043 PFF
Aviara Parkway And Plum Tree
Waterline District 2 Low 19021
WATER
REPL
Aviara Reimbursement Agreement District 2 Low 36491 PIL-SW
Barrio Street Lighting District 1 High 40131 GCC
40132Temp Gas Tax
40133Temp TRANSNET-
LOC
Beach Access Repair/Upgrades - Pine
Avenue To Tamarack
District 1 Critical 38961 IRF
38962 GCC
Bridge Preventative Maintenance
Program
Multiple
Districts High 60661 IRF
Buena Interceptor Sewer Access Road
Improvements District 3 High 55371
SEWER
REPL
Buena Interceptor Sewer
Improvements
Multiple
Districts
Critical 55011
SEWER
REPL
55012 SEWER
CONN
Buena Interceptor Sewer Realignment
- East Segment District 2 High 55441
SEWER
REPL
Buena Vista Creek Concrete Channel
Maintenance At El Camino Real
Multiple
Districts
Critical 66191 GCC
66192Temp IRF
Business Park Recreational Facility
(Partial Funding)District 2 Low 19041 ZONE 5
Calavera Hills Community Center
Refurbishment District 2 Medium 47461 IRF
Calavera Hills Community Park
Gateway Improvements
District 2 High 46011 GCC
46012 GCC
Camino De Los Coches And La Costa
AvenueIntersectionControl
District 4 Critical 63251 GAS TAX
700,000-------700,000
1,100,500-----900,500200,000-
238,000-------238,000
760,000-------760,000
700,000------700,000-
3,590,000---1,030,0001,280,0001,280,000--
4,112,750------2,500,0001,612,750
6,199,000-------6,199,000
3,477,511---500,000500,000250,000500,0001,727,511
1,150,000-------1,150,000
4,458,686-----3,500,000-2,799,8133,758,499
550,000-------550,000
2,533,000-----2,026,000-507,000
1,250,000-------1,250,000
3,550,000-----730,0002,820,000-
4,760,0004,760,000-------
685,000------540,000145,000
1,397,350------101,0001,296,350
10,500-------10,500
Projects
May 18, 2021 Item #8 Page 259 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceCalaveraHillsCommunityPark
Gateway Improvements District 2 High 46012 GCC
Camino De Los Coches And La Costa
Avenue Intersection Control District 4 Critical 63251 GAS TAX
Camino Hills And Jackspar Drive Slope
Stabilization District 2 Medium 60301 GCC
Cannon Road and Paseo del Norte SMP
and GMP Improvements District 2 High Null Gas Tax
Cannon Road Lift Station
Improvements District 2 High Null
SEWER
REPL
Carlsbad Blvd Median-Tamarack
Avenue To Pine Avenue District 1 Low 19071 GAS TAX
Carlsbad Blvd Pedestrian
Improvement Project
District 1 High 20221Temp GAS TAX
20222Temp FED GRNT
Carlsbad Blvd Realignment Multiple
Districts Medium 60311
TRANSNET-
LOC
Carlsbad Blvd Realignment / Palomar
Airport Road (Segment 2)District 2 Low 19081 TIF
Carlsbad Blvd Realignment / Palomar
Airport Road (Segment 2) (RTCIP)District 2 Low 19091 TIF
Carlsbad Boulevard and Tamarack
Avenue Pedestrian Improvements
District 1 High 60581 GAS TAX
60583 TRANSNET-
LOC
Carlsbad Boulevard Lane Reduction
and Edge Striping
Multiple
Districts High Null Gas Tax
Carlsbad Boulevard Pedestrian
Lighting - Tamarack To State Street District 1 High 60681
TRANSNET-
LOC
Carlsbad Boulevard Waterline
Replacement At Terramar District 2 Critical 50481
WATER
REPL
Carlsbad Boulevard Widening
Mountain View Drive to Northerly City
Limits
District 1 Low 19101 TIF
19102 TIF
Carlsbad Village Dr. & Grand Ave.
Pedestrian And Crossing Imp.District 1 Medium 19121
TRANSNET-
LOC
Carlsbad Village Drive Widening -
Pontiac Drive to Victoria Avenue
Multiple
Districts Low 19131 TIF
52031 WATER
REPL
850,000-----500,000100,000250,000
859,400------700,000159,400
60,000------60,000-
680,000-----530,000150,000-
2,763,0002,763,000-------
108,400------108,400-
591,600------591,600-
1,779,026-------1,779,026
932,000932,000-------
3,681,0003,681,000-------
1,576,000-------1,576,000
1,054,000-------1,054,000
300,000------300,000-
1,325,000-------1,325,000
5,080,000-----1,650,0001,000,0002,430,000
984,000984,000-------
1,274,0001,274,000-------
1,320,000-----1,320,000--
3,102,0003,102,000-------
Projects
May 18, 2021 Item #8 Page 260 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceCarlsbadVillageDriveWidening-
Pontiac Drive to Victoria Avenue
Multiple
Districts Low 19131 TIF
Carlsbad Water Recycling Facility
(Encina Capital Projects)
District 3 Critical 52031
WATER
REPL
52032 RECL REPL
Cathodic Protection Program Multiple
Districts Critical 50071
WATER
REPL
CFD#1 Administration Multiple
Districts Low 19151 CFD#1
Chestnut Avenue Complete Street
Improvements-Valley To Pio Pico District 1 Medium 19161
TRANSNET-
LOC
Chestnut Complete Street I-5 To
Railroad Project Study District 1 Medium 60691
TRANSNET-
LOC
Chestnut Underpass Public Art Project District 1 Medium Null GCC
Christiansen Way Improvements District 1 Medium 19171
TRANSNET-
LOC
City Facility Accessibility Upgrades Multiple
Districts Medium 47271 GCC
City Facility Safety And Parking Lot
Lighting Assessment
Multiple
Districts High 60741 IRF
City Hall Complex Multiple
Districts Critical 40081 CFD#1
City Hall Complex Refurbishment District 1 Medium 47181 IRF
City Hall Exterior Refurbishment District 1 Critical 47251 GCC
Citywide Drainage Improvement
Program
Multiple
Districts
High 66082 GAS TAX
66083 IRF
Citywide Street Lighting Program Multiple
Districts Medium 60921 GAS TAX
Citywide Thermoplastic Pavement
Markings
Multiple
Districts Critical 60931 GAS TAX
Cole Library Expansion District 1 Low 19211 CFD#1
19212 PFF
19213 GCC
599,944-------109,446709,390
7,336,7101,300,0001,200,000200,000310,000320,000315,0001,460,0002,231,710
2,906,700280,000260,000190,000190,000190,000190,000180,0001,426,700
440,000---110,000110,000110,000110,000-
1,080,000-----1,080,000--
85,000-----85,000--
250,000-----150,000100,000-
310,000-----310,000--
500,000-------500,000
1,910,000------500,0001,410,000
51,028,105-50,000,000-----1,028,105
1,144,000------85,0001,059,000
2,250,000-------2,250,000
6,090,594-------6,090,594
8,721,5001,325,0001,325,000265,000265,000265,000595,0002,297,5002,384,000
150,000-------150,000
50,000-------50,000
5,988,0005,988,000-------
11,936,00011,936,000-------
Projects
May 18, 2021 Item #8 Page 261 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Cole Library Expansion District 1 Low
19212 PFF
19213 GCC
Cole Library Security Fencing District 1 Low Null IRF
College Boulevard - Cannon Road To
Badger Lane (375 Zone)District 2 Medium 50131
WATER
CONN
College Boulevard - Cannon Road To
Badger Lane (490 Zone)District 2 Medium 50121
WATER
CONN
College Boulevard Reach A and Cannon
Road Reach 4A
District 2 High 36362 OTHER
36363 PLDB
36364 TRANSNET-
LOC
Concrete Repair/Replacement
Program
Multiple
Districts
Medium 60132 GAS TAX
60133 RMRA
Crestview Drive Transmission Main District 2 Low 50331
WATER
REPL
Curb Inlet Filter Retrofit Program Multiple
Districts Medium 66261 IRF
CWRF Irrigation and Landscape District 3 Low 52131 RECL REPL
CWRF Roof Replacement District 3 Low Null RECL REPL
Desalinated Water Flow Control
Facility No. 5 District 2 High 50381
WATER
CONN
DMP Facility AAA (Jefferson Street) District 1 Low 19231 PLDA
DMP Facility AAAA (Madison Street) District 1 Medium 19241 PLDA
DMP Facility AC (Highland Drive
Drainage Project)District 1 Medium 66091 PLDA
DMP Facility AFA (Hidden Valley
Drainage Restoration & Enhancement..District 2 Low 19251 PLDA
DMP Facility AFB (Calavera Hills
Drainage Restoration & Enhancement..District 2 Low 19261 PLDA
DMP Facility BB 1 And 2 (Washington
Street)
District 1 Low 19271 PLDB
1,000,0001,000,000-------
170,000-----130,00040,000-
1,095,000-----844,817-809,8171,060,000
1,460,000-----1,160,000-790,0001,090,000
1,713,002-------1,713,002
---------
2,705,000----1,500,000--1,205,000
2,933,000-------2,933,000
5,837,0001,250,0001,250,000750,000620,000620,000620,000620,000107,000
800,000-----500,00060,000240,000
3,230,000-1,500,000300,000300,000300,000300,000300,000230,000
175,000-------175,000
225,000------225,000-
10,104,300------7,950,0002,154,300
289,534289,534-------
416,500416,500-------
921,408921,408-------
91,60891,608-------
163,164163,164-------
Projects
May 18, 2021 Item #8 Page 262 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceDMPFacilityAFB(CalaveraHills
DrainageRestoration&Enhancement..District 2 Low 19261 PLDA
DMP Facility BB 1 And 2 (Washington
Street)District 1 Low 19271 PLDB
DMP Facility BCB (Magnolia Avenue) District 1 Medium 19281 PLDB
DMP Facility BFA (Country Store) District 2 High 66271 PLDB
DMP Facility BFB-L & BFB-1 (Tamarack
And El Camino Real Plda "B")District 2 Low 19291 PLDB
DMP Facility BFB-U (El Camino Real) District 2 High 66221 PLDB
66222Temp IRF
DMP Facility BL-L (College Blvd. Bridge
Reimb. Plda "B")District 2 Low 19301 PLDB
DMP Facility BL-U (College Boulevard) District 2 Low 19311 PLDB
DMP Facility BM (Cantarini/College
Boulevard Box Culvert)District 2 Low 19321 PLDB
DMP Facility BQ (Sunny Creek) District 2 Low 19331 PLDB
DMP Facility BR (Cantarini/College
Boulevard Pipe Drainage)District 2 Low 19341 PLDB
DMP Facility C2 (Paseo Del Norte) District 3 Low 19351 PLDC
DMP Facility CA (Avenida Encinas) District 3 Low 19361 PLDC
DMP Facility DBA (Poinsettia Village) District 4 Low 19371 PLDD
DMP Facility DBB (Avenida Encinas) District 4 Low 19381 PLDD
DMP Facility DFA (Batiquitos Lagoon
Stormwater Treatment)District 4 Low 19391 PLDD
DMP Facility DH (Altive Place Canyon
Restoration)District 3 Low 19401 PLDD
DMP Facility DQB (La Costa Town
Center)District 4 Medium 19411 PLDD
DMP Facility DZ (Poinsettia Lane) District 3 High 19421 PLDD
Dove Library Lighting Improvements District 3 Low 40811 GCC
1,086,0651,086,065-------
468,096468,096-------
963,673-------963,673
904,329904,329-------
891,220-------891,220
1,578,00030,00030,0006,0006,0006,000750,000750,000-
1,816,101-1,816,101------
384,509384,509-------
204,077204,077-------
131,355131,355-------
180,773180,773-------
727,730727,730-------
529,402529,402-------
167,215167,215-------
429,108429,108-------
256,423256,423-------
232,812232,812-------
745,842745,842-------
642,063642,063-------
Projects
May 18, 2021 Item #8 Page 263 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
DMP Facility DZ (Poinsettia Lane) District 3 High 19421 PLDD
Dove Library Lighting Improvements District 3 Low 40811 GCC
Dove Library Parking Lot Renovation District 3 Medium 47441 GCC
Drainage Master Plan Update Multiple
Districts
High 66231 PLDA
66232 PLDB
66233 PLDC
66234 PLDD
El Camino Real And Agua Hedionda
Creek Bridge Railing & Sidewalk District 2 Critical 60561 IRF
El Camino Real And Cannon Road
Intersection Improvements
District 2 Critical 60421 TIF
60422Temp Gas Tax
El Camino Real and Carlsbad Village
Drive Dual Left Turns District 1 Low 19431 TIF
El Camino Real And College Blvd
Intersection Improvements
District 2 Critical 60711 GAS TAX
60712 GCC
El Camino Real Medians Multiple
Districts
Low 36431 PFF
36432 GAS TAX
El Camino Real Right Turn Lane To East
Bound Alga Road District 3 Low 19441 TIF
El Camino Real Widening - Arenal Road
to La Costa Avenue District 4 High 60511 TIF
El Camino Real Widening - Poinsettia
Lane to Camino Vida Roble
Multiple
Districts
Critical 60721
TRANSNET-
LOC
60722 FED GRNT
El Camino Real Widening - Sunny Creek
To Jackspar District 2 Critical 60941
TRANSNET-
LOC
El Fuerte Lift Station Pump Addition District 2 Medium Null SEWER
CONN
225,000-------225,000
475,000-------475,000
191,512------25,000166,512
558,000-------558,000
146,890------25,000121,890
234,598------25,000209,598
210,000-------210,000
3,536,000-------3,536,000
325,000------325,000-
1,132,000-1,132,000------
1,020,000------75,000945,000
131,000-------131,000
695,781-------695,781
904,530-------500,0001,404,530
438,000-438,000------
5,750,000-----2,500,00050,0003,200,000
3,105,000------1,550,0001,555,000
1,440,000-------1,440,000
4,000,000-------4,000,000
Projects
May 18, 2021 Item #8 Page 264 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceElCaminoRealWidening-SunnyCreek
To Jackspar District 2 Critical 60941
TRANSNET-
LOC
El Fuerte Lift Station Pump Addition District 2 Medium Null
SEWER
CONN
Encina Capital Projects Multiple
Districts High 58011
SEWER
REPL
Faraday and El Camino Real Sewer
Replacement - Orion To PAR District 2 High 55391
SEWER
CONN
Faraday Avenue Improvements District 2 High Null GCC
Faraday Center Refurbishment District 2 Medium 47201 IRF
Fire Administration Offices District 2 Null Null GCC
Fire Flow Capacity System
Improvements
Multiple
Districts High 50431
WATER
REPL
Fire Station 6 Renovation District 4 Null Null IRF
Fire Station No. 1 and 5 Drainage
Improvements
Multiple
Districts Medium 66161 GCC
Fire Station No. 2 Replacement District 4 High 40601 GCC
Fire Station No. 4 Expansion District 3 High 47401 IRF
Fire Station No. 5 New Roof And
Storage Building District 2 Medium 47361 GCC
Fleet Fuel Island Upgrade District 2 High 47471 IRF
Fleet Maintenance Refurbishment District 2 High 47141 IRF
47142 GCC
Foxes Landing Lift Station Wetwell and
Pump Replacement District 1 Critical 55261
SEWER
REPL
Gas Tax Transfer to General Fund
(Transportation Operating Budget)
Multiple
Districts Null Null GAS TAX
Guardrail Replacement and
Improvement Program
Multiple
Districts Medium 60871 GAS TAX
Harding Center Refurbishment District 1 Low 47081 IRF
Headwall Replacement Program Multiple
Districts
High 66241 IRF
780,000-----600,000180,000-
152,783,30139,288,00033,894,0008,240,0007,910,0007,877,0006,751,0006,822,00042,001,301
1,340,000-----1,200,000-140,000
100,000------100,000-
3,154,380-------3,154,380
150,000------150,000-
2,174,000---264,000100,000100,000-1,710,000
35,000------35,000-
280,000-------200,000480,000
13,000,000-------13,000,000
267,410-------5,067,5905,335,000
345,000------120,000225,000
1,650,000------1,500,000150,000
2,074,000------700,0001,374,000
896,100-------896,100
5,692,000------200,0005,492,000
9,000,0003,000,0003,000,000600,000600,000600,000600,000600,000-
300,000------150,000150,000
305,000-----140,000-165,000
Projects
May 18, 2021 Item #8 Page 265 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Harding Center Refurbishment District 1 Low 47081 IRF
Headwall Replacement Program Multiple
Districts High 66241 IRF
Hosp Grove Park Improvements District 1 Low 47281 IRF
Hydroelectric Generation at Water
Facilities District 2 Medium 50591
WATER
CONN
Intelligent Traffic Control Devices Multiple
Districts Low 66341 GAS TAX
Jefferson Street SMP Improvements District 1 High Temp1 Gas Tax
Kelly Drive and Park Drive Complete
Street Improvements
Multiple
Districts
Critical 60751
TRANSNET-
LOC
60753 GAS TAX
60754 PFF
Kelly Drive Channel Repair District 2 Medium 66061 IRF
La Costa Avenue SMP Improvements District 4 High Null Gas Tax
La Costa Avenue Traffic ImprovementsDistrict 4 Medium 60761 GAS TAX
Laguna Drive Storm Drain District 1 Medium 66281 GAS TAX
Lake Calavera Outlet Improvements District 2 High 50541 GCC
Lake Calavera Reservoir Maintenance District 2 High 50492 GCC
Lake Calavera Trails Master
Plan/Construction (Prop C)District 2 Medium 38661 GCC
Las Flores Drive SMP Improvements District 1 High Temp1 Gas Tax
Las Palmas Roof Replacement District 2 Medium Null IRF
Las Palmas Trunk Sewer District 2 High 55401
SEWER
CONN
Left Turn Lane Extensions Multiple
Districts High 60771 GAS TAX
46021 PFF
510,000-------510,000
1,757,000-----195,000-1,562,000
2,275,000-----1,875,000200,000200,000
200,000-------200,000
75,000------75,000-
4,175,000-------4,175,000
130,000-------130,000
1,085,000------1,085,000-
1,041,000-------1,041,000
110,000------110,000-
863,000-----741,700100,00021,300
2,750,000-1,494,0001,000,000----200,000456,000
1,436,001------40,0001,396,001
531,001-------531,001
1,128,250-------1,128,250
85,000-----85,000--
500,000------500,000-
3,463,000-----2,907,000-556,000
200,000-------200,000
Projects
May 18, 2021 Item #8 Page 266 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Left Turn Lane Extensions
Multiple
Districts High 60771 GAS TAX
Leo Carrillo Ranch Park Phase 3 -
Stables Restoration and Restroom
Construction
District 2 Low 46021 PFF
46022 PIL-SE
46023 PFF
Leo Carrillo Ranch Roof Repairs District 2 High 47481 IRF
Library Fire Alarm Panel Upgrades Multiple
Districts Low 47411 IRF
Limited Access Pipeline Relocation
Program
Multiple
Districts Critical 50351
WATER
REPL
Loan repay - Park-in-Lieu SW to Public
Facility Fee Fund Null Null Null PIL-SW
Loan Repay - Sewer Conn to Sewer
Repl Null Null Null
SEWER
CONN
Loan Repayment Park-in-Lieu NE to
Public Facility Fee Fund Null Null Null PIL-NE
Maerkle Facility Improvements District 2 Critical 50091
WATER
REPL
Maerkle Reservoir Floating Cover
Replacement District 2 Critical 50361
WATER
REPL
Maerkle Reservoir Solar Project District 2 Medium 47221 GCC
Maerkle Reservoir Transmission Main District 2 Critical 50011
WATER
REPL
Marca Place Drainage Improvements District 4 Medium 66141 GAS TAX
Melrose Drive and Alga Road Dual Left
Turn Lanes (RTCIP)District 2 Low 19531 TIF
Melrose Drive Right Turn Lane to West
Bound Palomar Airport Road District 2 Critical 60341 TIF
Miscellaneous City Building
Improvements
Multiple
Districts Medium 47231 IRF
Monroe Street Pool Replacement District 1 High 47241 IRF
47242 GCC
New Village Arts Building Roof And
ExteriorRefurbishment
District 1 Low 47391 IRF
1,631,500-------1,631,500
1,334,100-------1,334,100
29,655-------29,655
1,450,000------1,100,000350,000
180,000-------180,000
4,940,000----1,000,0002,000,000-1,940,000
1,100,0001,100,000-------
4,700,0004,700,000-------
4,550,0004,550,000-------
2,235,200-------2,235,200
11,032,844-------2,022,15613,055,000
250,000-----249,170-830
6,330,000----4,557,0001,000,000-5,557,0006,330,000
65,000-------65,000
1,237,0001,237,000-------
911,000------200,000711,000
3,665,000750,000750,000-150,000150,000150,000150,0001,565,000
6,187,000-------6,187,000
62,000-------62,000
Projects
May 18, 2021 Item #8 Page 267 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Monroe Street Pool Replacement District 1 High 47242 GCC
New Village Arts Building Roof And
Exterior Refurbishment District 1 Low 47391 IRF
Normally Closed Valve (Install
Motorized Valve)District 2 High 50501
WATER
REPL
North Batiquitos Access Road
Improvement District 4 High 55471
SEWER
REPL
North Batiquitos Lift Station
Forcemain Rehabilitation District 4 Medium 55361
SEWER
REPL
Ocean Street Reconfiguration
Concepts Study District 1 Medium 60781 GCC
Ocean Street Restroom Facility District 1 Medium 47291 GCC
Odor and Corrosion Prevention
Assessment
Multiple
Districts Medium 55201
SEWER
REPL
Open Space and Trail Acquisition (Prop
C)
Multiple
Districts High 40831 GCC
Orion Center District 2 High 35721 CFD#1
35722 WATER
REPL
35723 SEWER
REPL
35724 CFD#1
35725 RECL REPL
Palomar Airport Rd and Avenida
Encinas GMP Improvements
Multiple
Districts High Null Gas Tax
Palomar Airport Road And College Blvd
Improvements District 2 Critical 60281 TIF
Palomar Airport Road/El Fuerte Street
Right Turn Lane District 2 Low 19581 TIF
Palomar Airport Road/Paseo Del Norte
Left Turn Lane Extension
Multiple
Districts
High 60431 Gas Tax
60432 TRANSNET-
LOC
Palomar Airport Road/Paseo Del Norte
Right Turn Lane
Multiple
Districts
High 60441 Gas Tax
60442 TRANSNET-
LOC
313,626-------313,626
485,000-------485,000
340,000-----90,000-250,000
950,000------400,000550,000
200,000-----200,000--
775,000-------775,000
320,000-------320,000
4,015,000-------4,015,000
34,717,156------721,89033,995,266
6,789,409------139,0106,650,399
4,078,500------83,5003,995,000
541,000-------541,000
2,715,600------55,6002,660,000
230,000------230,000-
1,295,500------300,000995,500
1,198,000-1,198,000------
194,546------50,000144,546
250,277-------250,277
430,538------80,000350,538
Projects
May 18, 2021 Item #8 Page 268 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Palomar Airport Road/Paseo Del Norte
Right Turn Lane
Multiple
Districts
High
60441 Gas Tax
60442 TRANSNET-
LOC
Palomar Airport Waterline
Realignment District 2 High 50551
WATER
REPL
Park Drive Street and Drainage
Improvement
District 1 Critical 66111 GCC
66112 GAS TAX
Parking Lot Maintenance Program Multiple
Districts High 60521 IRF
Pavement Management Program Multiple
Districts
High 60011
TRANSNET-
LOC
60012 GAS TAX
60013 TRANSNET-
LOC
60016 RMRA
Pine Avenue Park - Phase II
(Community Building)
District 1 Medium 46031 PIL-NW
46032 PFF
46033 PFF
Poinsettia Community Park - Phase 3 District 3 Medium 46051 PFF
46052 PFF
Poinsettia Community Park - Phase 4 -
Dog Park
District 3 High 46081 PFF
46082 PFF
Poinsettia Lane - Cassia Road to
Skimmer Court (Reimb. Agreement)District 3 Medium 50451
WATER
CONN
Poinsettia Lane - Reach E Cassia Road
To Skimmer Court District 3 High 39221 BTD#2
Poinsettia Lane - Reaches A,B,C,F,G &
Aviara Parkway Reimb District 2 High 19591 BTD#2
Poinsettia Lane Widening - Paseo Del
NortetoBatiquitosDrive(RTCIP)
District 3 Medium 19601 TIF
925,639-------925,639
1,750,000------750,0001,000,000
717,439-------717,439
3,965,000-----1,030,0001,070,0001,865,000
2,860,000475,000475,000130,00060,000130,00060,000500,0001,030,000
37,186,5637,500,0007,500,0001,500,0001,500,000---19,186,563
7,927,219-------210,9118,138,130
30,546,4765,500,0005,500,0001,100,0001,100,0001,600,0001,600,0002,600,00011,546,476
34,636,0009,500,0009,500,0001,900,0001,900,0001,900,0001,900,0001,900,0006,136,000
2,197,000-------2,197,000
10,016,040-------10,016,040
123,300-------123,300
5,231,475-------5,231,475
43,225-------43,225
2,792,000------731,0002,061,000
21,140-------21,140
600,000-------600,000
14,081,200-------14,081,200
1,168,8331,168,833-------
Projects
May 18, 2021 Item #8 Page 269 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourcePoinsettiaLane-ReachesA,B,C,F,G&
Aviara Parkway Reimb District 2 High 19591 BTD#2
Poinsettia Lane Widening - Paseo Del
Norte to Batiquitos Drive (RTCIP)District 3 Medium 19601 TIF
Police & Fire Headquarters Renovation District 2 High 47151 IRF
47152 GCC
Pressure Reducing Station Program Multiple
Districts Critical 50201
WATER
REPL
Public Beach Access Improvements
(Ocean Street)
District 1 Low 60571 GCC
60572 IRF
Railroad Double Tracking Multiple
Districts Low 60591 GCC
Rancho Carlsbad Groundwater Supply District 2 Low 19621
WATER
CONN
19622 WATER
REPL
Rancho Santa Fe Trail Slope
Improvements District 4 High 60881 GCC
Recycled Water Condition Assessment
Program
Multiple
Districts Critical 52111 RECL REPL
Recycled Water Line - CWRF To Agua
Hedionda Lagoon
Multiple
Districts
Critical 50271
WATER
REPL
50272 RECL
WATER
Recycled Water Phase 3 - Pipelines Multiple
Districts
Critical 52081
WATER
REPL
52082 RECL
WATER
Recycled Water Phase 3 - Reservoir District 3 High 52101
WATER
REPL
52102 RECL
WATER
Recycled Water Pipeline Replacement District 2 High 19541 RECL REPL
Recycled Water Valve & Appurtenance
Replacement Program
Multiple
Districts Critical 52121 RECL REPL
Reservoir Repair and Maintenance
Program
Multiple
Districts
Critical 50241 WATER
REPL
1,039,0001,039,000-------
5,953,050-------5,953,050
2,013,500-------2,013,500
12,462,0003,000,0003,000,000600,000600,000600,000600,000600,0003,462,000
3,610,336-------3,610,336
726,683-------726,683
560,105-------560,105
1,750,000-1,425,000---125,000200,000-
1,750,000-1,425,000---125,000200,000-
350,000-------350,000
1,490,000310,000280,00050,00050,00050,00050,00050,000650,000
1,632,594-------1,632,594
3,417,406-------3,417,406
2,497,529-------2,497,529
21,256,331-------21,256,331
980,000-------980,000
3,120,000-------3,120,000
6,110,0002,910,0002,150,000350,000350,000350,000---
1,830,000700,000630,000-120,000-120,000-260,000
Projects
May 18, 2021 Item #8 Page 270 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceRecycledWaterValve&Appurtenance
Replacement Program
Multiple
Districts Critical 52121 RECL REPL
Reservoir Repair and Maintenance
Program
Multiple
Districts Critical 50241
WATER
REPL
Retroreflectivity Sign Replacement
Program
Multiple
Districts Medium 60371 GAS TAX
Roadway Improvements - Coastal Area
Analysis & Implementation
Multiple
Districts Medium 60791 GCC
Roadway Slope Stabilization Multiple
Districts High 60811 GAS TAX
Robertson Ranch Park Development
(Partial Funding)
District 2 Medium 38011 PIL-NE
38012 PFF
Romeria Drainage Improvements District 4 High 66041 GCC
66042 GAS TAX
Safety Training Center Settlement District 2 Low 47431 GCC
San Luis Rey Mission Basin
Groundwater Supply
Multiple
Districts
Low 50441
WATER
CONN
50442 WATER
REPL
Santa Fe II Inlet Pipeline Null High 50571
WATER
REPL
Santa Fe II Reservoir Site Electrical
Improvements District 2 Medium 50461
WATER
REPL
SCADA Improvements Multiple
Districts
Critical 55421
SEWER
REPL
55422 WATER
REPL
55423 RECL REPL
Schulman Auditorium and Cannon Art
Gallery District 3 Medium Null IRF
Senior Center Refurbishment District 1 Medium 47381 IRF
Senior Center Security Fencing District 1 Low Null IRF
Sewer Condition Assessment Multiple
Districts
Critical 55131 SEWER
REPL
14,490,0003,610,0003,070,000--1,960,000--5,850,000
1,240,000-----240,000-1,000,000
200,000-------200,000
900,000-----320,000166,000414,000
2,850,000----2,450,000-200,000200,000
12,592,000----12,592,000---
410,000-------410,000
347,940-------347,940
1,156,995-------1,156,995
8,577,5002,500,0005,500,000---300,000200,00077,500
8,577,5002,500,0006,000,000-----77,500
2,865,000-----2,370,000-495,000
33,581-------116,419150,000
4,684,632---380,734175,165-2,160,9331,967,800
10,155,600---610,5002,412,5003,209,2001,858,1002,065,300
2,394,000---398,000337,600631,500381,500645,400
200,000------200,000-
1,248,000-------1,248,000
78,000-----58,00020,000-
Projects
May 18, 2021 Item #8 Page 271 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Senior Center Security Fencing District 1 Low Null IRF
Sewer Condition Assessment Multiple
Districts Critical 55131
SEWER
REPL
Sewer Lift Station Repairs And
Upgrades
Multiple
Districts Critical 38401
SEWER
REPL
Sewer Line Capacity Improvements Multiple
Districts High 55481
SEWER
REPL
Sewer Modeling Multiple
Districts Low 55461
SEWER
CONN
Sewer Monitoring Program (Capacity)Multiple
Districts Critical 55041
SEWER
CONN
Sewer System Rehabilitation and
Replacement
Multiple
Districts High 55031
SEWER
REPL
Sidewalk/Street Construction Program Multiple
Districts
High 60021 TIF
60022 GAS TAX
South Shore Agua Hedionda Lagoon
Trail District 2 High 40851 GCC
Stagecoach Park Synthetic Turf
Replacement District 4 Low 47421 IRF
State Street and Grand Avenue Road
Improvements District 1 Medium 60821
TRANSNET-
LOC
State Street parking lot EV charging
station District 1 Medium Null PFF
Storm Drain Condition Assessment Multiple
Districts High 66201 IRF
Storm Drain System Rehab and Repair
Program
Multiple
Districts High 66071 IRF
Street Lighting Replacement Program Multiple
Districts
High 60621 GCC
60622 TRANSNET-
LOC
Tamarack Avenue SMP Improvements District 2 Medium Temp1 Gas Tax
Temporary Fire Station No. 7 District 2 High Null GCC
Terramar Area Coastal Improvements District 2 High 60541 TIF
60542 GCC
3,358,000750,000750,000100,000100,000100,000100,000-1,458,000
6,335,380750,000750,000150,000150,000150,000150,0001,150,0003,085,380
3,073,000-----2,873,000-200,000
300,000-------300,000
950,000110,000154,000-44,000---642,000
41,726,47514,050,00013,350,0001,850,0001,850,0001,200,0001,200,000850,0007,376,475
4,600,000---300,000300,000200,000300,0003,500,000
3,300,0001,500,0001,500,000300,000-----
755,500------36,000719,500
2,200,000-------2,200,000
325,000-----325,000--
300,000------300,000-
3,400,0001,000,0001,000,000200,000200,000200,000200,000-600,000
8,831,3601,520,0001,520,000200,000200,000200,000200,000200,0004,791,360
319,269-------319,269
3,325,000-------3,325,000
710,000----510,000200,000--
900,000------900,000-
6,650,001-------6,650,001
Projects
May 18, 2021 Item #8 Page 272 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Terramar Area Coastal Improvements District 2 High
60541 TIF
60542 GCC
60543 TRANSNET-
LOC
60544 SEWER
REPL
60545 PFF
The Crossings Golf Course Lake Liner
Replacement District 2 High 40841 GCC
Traffic Control Improvements -
Poinsettia Lane & Cassia Road
Multiple
Districts High 63292 GAS TAX
Traffic Control Improvements -
Poinsettia Lane & Oriole Court District 3 High 63302 GAS TAX
Traffic Impact Fee Funds to CFD #1 Null Null Null TIF
Traffic Impact Fee Update Multiple
Districts High 60401 TIF
Traffic Improvement Program Multiple
Districts
Critical 60701 GAS TAX
60702 GCC
Traffic Monitoring Program Multiple
Districts High 60031 TIF
Traffic Signal - Faraday Avenue and
Camino Hills Drive District 2 Medium 63311 GAS TAX
Traffic Signal - La Costa Avenue And
Levante Street District 4 Low 39381 GAS TAX
Traffic Signal - Maverick Way and
Camino De Los Coches District 4 Critical 63322 GAS TAX
Traffic Signal - Poinsettia Lane And
Brigantine Road
Multiple
Districts Low 19711 GAS TAX
Traffic Signal - Tamarack Avenue And
Valley Street District 1 Medium 19721 GAS TAX
Traffic Signal Master Plan Multiple
Districts High 63331 GCC
Traffic Signal Operations
Modifications
Multiple
Districts Medium 63271 GAS TAX
Trail Connectivity to Tamarack State
Beach(PropC)
District 1 Low 40631 GCC
999,999-------999,999
1,000,000-------1,000,000
--------1,000,0001,000,000
2,450,000------2,450,000-
1,035,500------200,000835,500
411,000-------411,000
411,000-------411,000
1,944,0001,404,00090,00090,00090,00090,00090,00090,000-
240,000------40,000200,000
2,100,000------400,0001,700,000
400,000-----400,000--
2,198,900-288,000-96,00096,00096,00096,0001,526,900
210,000----210,000---
250,000-------250,000
140,000-------140,000
210,000----210,000---
---------
150,000-------150,000
180,000-------180,000
Projects
May 18, 2021 Item #8 Page 273 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
SourceTrafficSignalOperations
Modifications
Multiple
Districts Medium 63271 GAS TAX
Trail Connectivity to Tamarack State
Beach (Prop C)District 1 Low 40631 GCC
Transfer Fire Station No. 4 Funds to
General Fund Null Null Null IRF
Tri-Agency Water Transmission
Pipeline Replacement District 2 High 50081
WATER
REPL
Utility Undergrounding Program Study Multiple
Districts Medium 60831 GCC
Vallecitos Interceptor Sewer Cleaning
and CCTV
Multiple
Districts High 55491
SEWER
REPL
Valley and Magnolia Complete Streets District 1 High 60191 TIF
60192 WATER
REPL
60193 TRANSNET-
LOC
Valley Street Road Diet and Traffic
Calming District 1 Medium 19741
TRANSNET-
LOC
Veteran's Memorial Park (All
Quadrants)
Multiple
Districts Critical 46091 CFD#1
Village and Barrio Traffic Circles District 1 High 40151 GCC
40152 TRANSNET-
LOC
40153 SEWER
REPL
40154 GAS TAX
Village Decorative Lighting District 1 Medium 40161 GCC
Village H South Off Leash Dog Area and
Trail Segment 5B District 2 Medium 46101 PFF
Village Intelligent Parking
Implementation District 1 Low 60891 GCC
Village Public Gathering Spaces Study District 1 Medium 40611 GCC
Villas Sewer Lift Station Replacement District 2 Critical 55501
SEWER
REPL
Vista Carlsbad Interceptor - Agua
HediondaLS&Forcemain(VC12-VC13)
District 2 Critical 34921 SEWER
CONN
3,276,000----3,123,844--152,156
5,070,000------5,070,000-
6,455,000-----2,836,030-2,836,0306,455,000
100,000-----100,000--
250,000-------250,000
3,536,206-------3,536,206
71,000-------71,000
1,200,000-----1,200,000--
1,645,000-----1,645,000--
28,882,200---23,420,0001,175,0001,175,0001,275,0001,837,200
415,000-------415,000
1,025,000-------1,025,000
160,000-------400,000560,000
2,759,000------584,0002,175,000
1,103,853-----400,000-703,853
1,394,800-----872,80067,000455,000
300,000-----300,000--
345,000-----345,000--
1,090,000------960,000130,000
Projects
May 18, 2021 Item #8 Page 274 of 308
Project Name District Score Funding ID
Funding
Source
Prior
Appropriation
Year 1
(2021-22)
Year 2
(2022-23)
Year 3
(2023-24)
Year 4
(2024-25)
Year 5
(2025-26)
Year 6-10
(2027-31)
Year 11-15
(2032-36)
Total Funding
Source
Villas Sewer Lift Station Replacement District 2 Critical 55501
SEWER
REPL
Vista Carlsbad Interceptor - Agua
Hedionda LS & Forcemain (VC12-VC13)District 2 Critical 34921
SEWER
CONN
Vista Carlsbad Interceptor - Buena
Vista Lift Station Improvements District 1 Critical 55351
SEWER
CONN
Vista Carlsbad Interceptor - Lagoon
Bridge Replacement (VC11B)
Multiple
Districts Critical 38861
SEWER
CONN
Vista Carlsbad Interceptor - Reach VC3 District 1 Critical 39501
SEWER
CONN
Vista Carlsbad Interceptor - Reach
VC14 To VC15
Multiple
Districts High 39491
SEWER
CONN
Vista Carlsbad Interceptor -
Rehabilitation (VC1 & VC2)District 2 Critical 55511
SEWER
REPL
Water Infrastructure Condition
Assessment Program
Multiple
Districts Critical 50511
WATER
REPL
Water Loss Monitoring Program Multiple
Districts High 50521
WATER
REPL
Water Modeling Multiple
Districts Low 50581
WATER
CONN
Water System Rehabilitation and
Replacement
Multiple
Districts Critical 39041
WATER
REPL
Water Valve Repair/Replacement
Program
Multiple
Districts Critical 50191
WATER
REPL
Grand Total
31,175,821-------31,175,821
4,346,000-3,150,000---800,000-800,0001,196,000
9,464,833-------9,464,833
2,689,000----2,092,000--597,000
21,350,390-------21,350,390
1,936,000-----1,795,000-141,000
8,170,0002,480,0002,250,000420,000420,000410,000410,000400,0001,380,000
1,700,000500,000500,000100,000100,000100,00050,000-350,000
425,000---25,00025,00025,00050,000300,000
62,028,36621,080,00019,890,0003,000,0003,000,0002,800,0002,690,0001,730,0007,838,366
21,500,0005,650,0005,110,000960,000960,000960,000940,000930,0005,990,000
1,236,924,776197,933,846198,269,10124,726,00051,574,23458,639,10982,748,71756,154,676566,879,093
Projects
May 18, 2021 Item #8 Page 275 of 308
CAPITAL IMPROVEMENT PROGRAM SUMMARY BY FUND
Prior Year 1 Year 2 Year 3 Year 4 Year 5 Year 6-15
Years 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 328,773 328,773 844,893 1,357,885 1,357,885 1,357,885
REVENUES
Developer Fees - 516,120 512,992 - - 2,143,409
Total Revenues N/A - 516,120 512,992 - - 2,143,409
CAPITAL PROJECTS
Poinsettia Lane - Reach E Cassia Road To Skimmer Court 14,081,198 - - - - - -
Poinsettia Lane - Reaches A,B,C,F,G & Aviara Pkwy Reimb - - - - - - 1,168,833
Total Project Expenditures 14,081,198 - - - - - 1,168,833
ENDING FUND BALANCE N/A 328,773 844,893 1,357,885 1,357,885 1,357,885 2,332,461
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 520,699 581,683 581,683 581,683 581,683 581,683
REVENUES
Developer Fees 60,984 - - - - 3,605,928
Total Revenues N/A 60,984 - - - - 3,605,928
CAPITAL PROJECTS
- - - - - - -
Total Project Expenditures - - - - - - -
ENDING FUND BALANCE N/A 581,683 581,683 581,683 581,683 581,683 4,187,611
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 62,573,249 64,984,677 68,042,078 70,241,338 49,919,334 53,502,804
REVENUES
Developer Special Taxes 4,518,318 4,342,400 3,484,261 3,207,996 3,583,469 10,382,489
Total Revenues N/A 4,518,318 4,342,400 3,484,261 3,207,996 3,583,469 10,382,489
CAPITAL PROJECTS
CFD#1 Administration - 110,000 110,000 110,000 110,000 - - City Hall Complex 1,028,104 - - - - - 50,000,000
Cole Library Expansion - - - - - - 5,988,000
Loan - CFD #1 to Traffic Impact Fee Fund 1,944,000 - - - - - -
Orion Center 33,995,266 721,890 - - - - -
Orion Center - Public Art 541,000 - - - - - -
Veteran's Memorial Park (All Quadrants)1,837,200 1,275,000 1,175,000 1,175,000 23,420,000 - -
Total Project Expenditures 39,345,570 2,106,890 1,285,000 1,285,000 23,530,000 - 55,988,000
ENDING FUND BALANCE N/A 64,984,677 68,042,078 70,241,338 49,919,334 53,502,804 7,897,292
COMMUNITY FACILITIES DISTRICT NO. 1 (CFD 1)
BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE
BTD NO. 3 CANNON ROAD WEST
May 18, 2021 Item #8 Page 276 of 308
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 2,204,862 787,918 77,007 1,597,883 4,091,471 5,322,182
REVENUES
Gas Tax and Prop 42 Funds 2,955,545 3,005,789 3,050,876 3,093,588 3,130,711 33,081,697
Total Revenues N/A 2,955,545 3,005,789 3,050,876 3,093,588 3,130,711 33,081,697
CAPITAL PROJECTS
Advance Street Name Signs 40,000 - - - - - -
Avenida Encinas Pedestrian Access Improvements 75,000 - - - - - -
Barrio Street Lighting - 700,000 - - - - - Cannon Road and Paseo del Norte SMP and GMP Improvements - 60,000 - - - - -
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,575,999 - - - - - -
Carlsbad Blvd Median-Tamarack Avenue To Pine Avenue - - - - - - 2,763,000
Carlsbad Blvd Pedestrian Improvement Project - 108,400 - - - - -
Carlsbad Boulevard Lane Reduction and Edge Striping - 300,000 - - - - - Citywide Drainage Improvement Program 6,090,593 - - - - - -
Citywide Street Lighting Program 150,000 - - - - - -
Citywide Thermoplastic Pavement Markings 50,000 - - - - - -
Concrete Repair/Replacement Program 2,932,999 - - - - - -
El Camino Real And Cannon Road Intersection Improvements 512,000 325,000 - - - - - El Camino Real And College Blvd Intersection Improvements 945,001 75,000 - - - - -
El Camino Real Medians 1,404,530 (500,000) - - - - -
Gas Tax Transfer To General Fund (Transportation Operating Budget)- 600,000 600,000 600,000 600,000 600,000 6,000,000
Guardrail Replacement And Improvement Program 150,000 150,000 - - - - -
Intelligent Traffic Control Devices 200,000 - - - - - - Intersection Control - Camino De Los Coches And La Costa Avenue 250,000 100,000 500,000 - - - -
Jefferson Street SMP Improvements - 75,000 - - - - -
Kelly Drive And Park Drive Road Diet And Multiuse Trail 130,000 - - - - - -
La Costa Avenue SMP Improvements - 110,000 - - - - -
La Costa Avenue Traffic Improvements 21,300 100,000 741,700 - - - - Laguna Drive Storm Drain 456,000 (200,000) - - - 1,000,000 1,494,000
Las Flores Drive SMP Improvements - - 85,000 - - - -
Left Turn Lane Extensions 200,000 - - - - - -
Marca Place Drainage Improvements 65,000 - - - - - -
Palomar Airport Rd and Avenida Encinas GMP Improvements - 230,000 - - - - - Palomar Airport Road/Paseo Del Norte Left Turn Lane 144,546 50,000 - - - - -
Palomar Airport Road/Paseo Del Norte Right Turn Lane 350,539 80,000 - - - - -
Park Drive Drainage And Street Improvements 1,865,002 1,070,000 1,030,000 - - - -
Pavement Management Program 8,138,128 (210,911) - - - - -
Retroreflectivity Sign Replacement Program 999,999 - 240,000 - - - - Roadway Slope Stabilization 414,000 166,000 320,000 - - - -
Romeria Drainage Improvements 347,938 - - - - - -
Sidewalk/Street Construction Program - - - - - 300,000 3,000,000
Tamarack Avenue SMP Improvements - - 200,000 510,000 - - -
Traffic Control Improvements - Poinsettia Lane & Cassia Road 410,999 - - - - - - Traffic Control Improvements - Poinsettia Lane & Oriole Court 411,000 - - - - - -
Traffic Improvement Program 1,700,000 400,000 - - - - -
Traffic Signal - Faraday Avenue And Camino Hills Drive - - - 210,000 - - -
Traffic Signal - La Costa Avenue And Levante Street 250,000 - - - - - -
Traffic Signal - Maverick Way & Camino De Los Coches 140,000 - - - - - - Traffic Signal - Poinsettia Lane And Brigantine Road - - - 210,000 - - -
Traffic Signal - Tamarack Avenue And Valley Street 440,261 - - - - - -
Traffic Signal Operations Modifications 180,001 - - - - - -
Village And Barrio Traffic Circles 2,175,001 584,000 - - - - -
Total Project Expenditures 33,215,836 4,372,489 3,716,700 1,530,000 600,000 1,900,000 13,257,000
ENDING FUND BALANCE N/A 787,918 77,007 1,597,883 4,091,471 5,322,182 25,146,879
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 673,408 405,758 203,426 91,483 68,638 35,656
REVENUES
Gas Tax (RMRA) Revenues 2,252,350 2,317,668 2,408,057 2,497,155 2,617,018 31,711,245
Total Revenues N/A 2,252,350 2,317,668 2,408,057 2,497,155 2,617,018 31,711,245
CAPITAL PROJECTS
Concrete Repair/Replacement Program 107,000 620,000 620,000 620,000 620,000 750,000 2,500,000
Pavement Management Program 6,136,002 1,900,000 1,900,000 1,900,000 1,900,000 1,900,000 19,000,000
Total Project Expenditures 6,243,002 2,520,000 2,520,000 2,520,000 2,520,000 2,650,000 21,500,000
ENDING FUND BALANCE N/A 405,758 203,426 91,483 68,638 35,656 10,246,901
GAS TAX FUND
GAS TAX (ROAD MAINTENANCE AND REHABILITATION ACCOUNT)
May 18, 2021 Item #8 Page 277 of 308
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 11,001,245 14,107,245 14,337,075 17,007,231 22,889,231 29,007,231
REVENUES
Transfer from General Fund 5,353,000 5,534,000 5,794,000 5,882,000 6,118,000 65,612,000
Total Revenues N/A 5,353,000 5,534,000 5,794,000 5,882,000 6,118,000 65,612,000
CAPITAL PROJECTS
ADA Beach Access-Pine To Tamarack 375,002 - 2,500,000 - - - - Agua Hedionda South Shore Trail (HUB Trail)719,500 36,000 - - - - - Alga Norte Park Modifications 314,000 - 660,000 - - - - Assessment District 97-1 Concrete Improvements 420,000 - -- - - -
Barrio Street Lighting 760,000 - -- - - -
Beach Access Repair/Upgrades - Pine Avenue To Tamarack 6,199,001 - -- - - -
Buena Vista Creek Channel Clearing At El Camino Real 1,250,000 - -- - - -
Calavera Park Gateway Improvements 1,296,351 101,000 - - - - -
Calavera Park Gateway Improvements - Public Art 10,500 - - - - - -
Camino Hills And Jackspar Drive Slope Stabilization 159,398 700,000 - - - - -
Cannon Park Restroom 55,645 - - - - - -
Chestnut Underpass Public Art Project - 100,000 150,000 - - - -
City Facility Accessibility Upgrades 500,001 - - - - - -
City Hall Exterior Refurbishment 2,250,001 - - - - - - Cole Library Expansion (Brownley Donation)- - - - - - 1,000,000 Crossings Golf Course Lake Liner Replacement 835,500 200,000 - - - - - Dove Library Lighting Improvements 225,000 - - - - - -
Dove Library Parking Lot Revision 475,000 - - - - - -
El Camino Real And College Blvd Intersection Improvements 131,000 - - - - - -
Faraday Avenue Improvements - 100,000 - - - - -
Fire Administration Offices - 150,000 - - - - -
Fire Station No. 1, 4 and 5 Drainage Improvements 480,000 (200,000) - - - - -
Fire Station No. 2 Replacement 12,999,999 - - - - - -
Fire Station No. 5 New Roof And Storage Building 225,001 120,000 - - - - -
Fleet Maintenance Refurbishment 896,100 - - - - - -
Lake Calavera Outlet Improvements 1,220,000 40,000 - - - - -
Lake Calavera Reservoir Maintenance 531,003 - - - - - - Lake Calavera Storm Drain Improvements 5,569 - - - - - - Lake Calavera Trails Master Plan/Construction (Prop C)1,128,248 - - - - - -
Maerkle Reservoir Solar Project 830 - 249,170 - - - -
Monroe Street Pool Replacement - Public Art 62,000 - -- - - -
Ocean Street Reconfiguration Concepts Study - - 200,000 - - - -
Ocean Street Restroom Facility 775,000 - - - - - -
Open Space And Trail Acquisition (Prop C)4,015,000 - - - - - -
Park Drive Drainage And Street Improvements 717,440 - - - - - -
Public Beach Access Improvements (Ocean Street)3,610,340 - - - - - -
Railroad Double Tracking 560,104 - - - - - -
Rancho Santa Fe Trail Slope Improvements 350,000 - - - - - -
Roadway Improvements - Coastal Area Analysis & Implementation 200,000 - - - - - -
Romeria Drainage Improvements 409,998 - - - - - - Safety Center Renovation 2,013,500 - - - - - - Safety Training Center Refurbishments 1,156,995 - - - - - -
Street Lighting Replacement Program 319,270 - - - - - -
Temporary Fire Station No. 7 - 900,000 - - - - -
Terramar Area Coastal Improvements (Park)999,999 - - - - - -
Traffic Improvement Program - - 400,000 - - - -
Traffic Signal Master Plan 150,001 - - - - - -
Trail Connectivity To Tamarack State Beach (Prop C)152,156 - - 3,123,844 - - -
Utility Undergrounding Program Study - - 100,000 - - - -
Village And Barrio Traffic Circles 415,001 - - - - - -
Village Decorative Lighting 703,853 - 400,000 - - - -
Village Intelligent Parking Implementation - - 300,000 - - - -
Village Public Gathering Spaces Study - - 345,000 - - - -
Total Project Expenditures 50,073,306 2,247,000 5,304,170 3,123,844 - - 1,000,000
N/A 14,107,245 14,337,075 17,007,231 22,889,231 29,007,231 93,619,231
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A (0) (0) (0) (0) (0) (0)
REVENUES
Grant Revenue 2,367,600 - - - - -
Total Revenues N/A 2,367,600 - - - - -
CAPITAL PROJECTS
Avenida Encinas Widening - South of Palomar Airport Road - 1,776,000 - - - - -
Carlsbad Blvd Pedestrian Improvement Project - 591,600 - - - - -
El Camino Real Widening - Cassia Rd To Camino Vida Roble 1,440,000 - - - - - -
Total Project Expenditures 1,440,000 2,367,600 - - - - -
ENDING FUND BALANCE N/A (0) (0) (0) (0) (0) (0)
GENERAL CAPITAL CONSTRUCTION (GCC)
GRANTS - FEDERAL
May 18, 2021 Item #8 Page 278 of 308
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 88,772,763 78,027,853 79,723,853 83,686,853 87,807,853 92,824,853
REVENUES
Transfer from General Fund 5,353,000 5,534,000 5,794,000 5,882,000 6,118,000 65,612,000
Total Revenues N/A 5,353,000 5,534,000 5,794,000 5,882,000 6,118,000 65,612,000
CAPITAL PROJECTS
Adaptive Traffic Signal Program - 800,000 - - - - -
Agua Hedionda Creek Maintenance 75,002 58,000 80,000 80,000 80,000 - -
Aviara & Hidden Canyon Park Playground Safety Resurfacing 600,000 - - - - - -
Beach Access Repair/Upgrades - Pine Avenue To Tamarack 1,612,752 2,500,000 - - - - -
Bridge Preventitive Maintenance Program 1,727,512 500,000 250,000 500,000 500,000 - -
Buena Vista Creek Channel Clearing At El Camino Real - 2,820,000 730,000 - - - -
Calavera Hills Community Center Refurbishment 145,000 540,000 - - - - -
City Facility Safety And Parking Lot Lighting Assessment 1,410,001 500,000 - - - - -
City Hall Complex Refurbishment 1,058,999 85,000 - - - - -
Citywide Drainage Improvement Program 2,384,002 2,297,500 595,000 265,000 265,000 265,000 2,650,000
Cole Library Security Fencing - 40,000 130,000 - - - -
Curb Inlet Filter Retrofit 230,000 300,000 300,000 300,000 300,000 300,000 1,500,000
DMP Facility BFB-U (El Camino Real)- 750,000 750,000 6,000 6,000 6,000 60,000
El Camino Real And Agua Hedionda Creek Bridge Railing & Sidewalk 210,000 - - - - - -
Faraday Center Refurbishment 3,154,382 - - - - - -
Fire Station 6 Renovation - 35,000 - - - - -
Fire Station No. 2 Replacement 1,433,883 - - - - - -
Fire Station No. 4 Expansion 5,335,000 (5,067,590) - - - - -
Transf. Back Fire Sta. No. 4 Funds to General Fund - 5,070,000 - - - - -
Fleet Maintenance Refurbishment 1,374,003 700,000 - - - - -
Fleet Service Center Fuel Island Upgrade 149,999 1,500,000 - - - - -
Harding Center Refurbishment 165,000 - 140,000 - - - -
Hosp Grove Park Improvements 1,562,000 - 195,000 - - - -
Hosp Grove Park Improvements (Sewer Extension)120,000 - -- - - -
Kelly Drive Channel Repair 1,041,003 - -- - - -
Las Palmas Roof Replacement - 500,000 - - - - -
Leo Carrillo Ranch Roof Refurbishment 349,999 1,100,000 - - - - -
Library Fire Alarm Panel Upgrades 180,000 - - - - - -
Miscellaneous City Building Improvements 1,565,000 150,000 150,000 150,000 150,000 - 1,500,000
Monroe Street Pool Replacement 6,187,001 - - - - - -
New Village Arts Building Roof And Exterior Refurbishment 313,627 - - - - - -
Parking Lot Maintenance Program 1,030,000 500,000 60,000 130,000 60,000 130,000 950,000
Public Beach Access Improvements (Ocean Street)726,683 - - - - - -
Safety Center Renovation 5,953,050 - - - - - -
Schulman Auditorium and Cannon Art Gallery - 200,000 - - - - -
Senior Center Refurbishment 1,248,001 - - - - - -
Senior Center Security Fencing - 20,000 58,000 - - - -
Stagecoach Park Synthetic Turf Replacement 2,200,000 - - - - - -
Storm Drain Condition Assessment 600,000 - 200,000 200,000 200,000 200,000 2,000,000
Storm Drain Headwall Replacement Program 510,002 - - - - - -
Storm Drain System Rehab And Repair Program 4,791,364 200,000 200,000 200,000 200,000 200,000 3,040,000
49,443,265 16,097,910 3,838,000 1,831,000 1,761,000 1,101,000 11,700,000
ENDING FUND BALANCE N/A 78,027,853 79,723,853 83,686,853 87,807,853 92,824,853 146,736,853
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 628,799 628,799 628,799 628,799 628,799 628,799
REVENUES
Other Financing Sources - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
College Blvd Reach A And Cannon Road Reach 4A 1,712,999 - - - - - -
Total Project Expenditures 1,712,999 - - - - - -
ENDING FUND BALANCE N/A 628,799 628,799 628,799 628,799 628,799 628,799
INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&R)
OTHER
May 18, 2021 Item #8 Page 279 of 308
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 4,434,133 4,234,133 4,234,133 1,804,555 1,804,555 1,804,555
REVENUES
Developer Fees - - 20,422 - - 3,543,259
Total Revenues N/A - - 20,422 - - 3,543,259
CAPITAL PROJECTS
Loan - Park-in-Lieu NE to Public Facility Fee Fund for Park Site Acquisition - - - - - - 4,550,000
Robertson Ranch Park Development 200,000 200,000 - 2,450,000 - - -
Total Project Expenditures 200,000 200,000 - 2,450,000 - - 4,550,000
ENDING FUND BALANCE N/A 4,234,133 4,234,133 1,804,555 1,804,555 1,804,555 797,814
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 2,157,849 2,750,864 4,489,293 6,220,905 8,232,029 8,845,593
REVENUES
Developer Fees 593,015 1,738,429 1,731,612 2,011,124 613,563 3,422,320
Total Revenues N/A 593,015 1,738,429 1,731,612 2,011,124 613,563 3,422,320
CAPITAL PROJECTS
Pine Avenue Park - Phase 2 (Community Center And Garden)2,197,002 - - - - - -
Total Project Expenditures 2,197,002 - - - - - -
ENDING FUND BALANCE N/A 2,750,864 4,489,293 6,220,905 8,232,029 8,845,593 12,267,912
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 1,744,047 2,045,275 2,678,365 2,724,315 2,724,315 2,724,315
REVENUES
Developer Fees 301,228 633,089 45,950 - - 5,106
Total Revenues N/A 301,228 633,089 45,950 - - 5,106
CAPITAL PROJECTS
Leo Carrillo Park - Phase 3 1,334,099 - - - - - -
Total Project Expenditures 1,334,099 - - - - - -
ENDING FUND BALANCE N/A 2,045,275 2,678,365 2,724,315 2,724,315 2,724,315 2,729,421
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 565,405 565,405 565,405 565,405 565,405 565,405
REVENUES
Developer Fees/Loans - - - - - 362,495
Total Revenues N/A - - - - - 362,495
CAPITAL PROJECTS
Aviara Community Park - Phase 2 3,120,504 - - - - - -
Aviara Community Park - Phase 2 - Public Art 38,199 - - - - - -
Aviara Reimbursement Agreement 238,001 - - - - - -
Loan Repay - Park-in-Lieu SW To Public Facility Fee Fund - - - - - - 1,100,000
Total Project Expenditures 3,396,704 - - - - - 1,100,000
N/A 565,405 565,405 565,405 565,405 565,405 (172,101)
PARK-IN-LIEU NW
PARK-IN-LIEU SE
PARK-IN-LIEU SW
PARK-IN-LIEU NE
May 18, 2021 Item #8 Page 280 of 308
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 4,800,689 4,813,644 4,818,206 4,838,206 4,858,206 4,858,206
REVENUES
Developer Fees 12,955 4,562 20,000 20,000 - 1,167,182
Total Revenues N/A 12,955 4,562 20,000 20,000 - 1,167,182
CAPITAL PROJECTS
Business Park Recreational Facility (Partial Funding)- - - - - - 4,760,000
Total Project Expenditures - - - - - - 4,760,000
ENDING FUND BALANCE N/A 4,813,644 4,818,206 4,838,206 4,858,206 4,858,206 1,265,388
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 956,779 931,779 931,779 939,619 968,406 968,406
REVENUES
Developer Fees - - 7,840 28,788 - 39,328
Total Revenues N/A - - 7,840 28,788 - 39,328
CAPITAL PROJECTSDMP Facility AAA (Jefferson Street)- - - - - - 289,534
DMP Facility AAAA (Madison Street)- - - - - - 416,500
DMP Facility AC (Highland Drive)- - - - - - 921,408
DMP Facility AFA (Hidden Valley Drainage Restoration)- - - - - - 91,608
DMP Facility AFB (Calavera Hills Drainage Restoration)- - - - - - 163,164
Drainage Master Plan Update 166,512 25,000 - - - - -
Total Project Expenditures 166,512 25,000 - - - - 1,882,214
ENDING FUND BALANCE N/A 931,779 931,779 939,619 968,406 968,406 (874,480)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 392,859 468,115 543,372 618,628 704,277 779,534
REVENUES
Developer Fees 75,256 75,256 75,256 85,649 75,256 2,301,927
Total Revenues N/A 75,256 75,256 75,256 85,649 75,256 2,301,927
CAPITAL PROJECTS
DMP Facility B & BN (Agua Hedionda And Calavera Creek Plda "B")3,559,891 - - - - - -
DMP Facility BB 1 And 2 (Washington Street)- - - - - - 1,086,065
DMP Facility BCB (Magnolia Avenue)- - - - - - 468,096
DMP Facility BFA (Country Store)963,673 - - - - - -
DMP Facility BFB-L & BFB-1 (Tamarack And El Camino Real Plda "B")- - - - - - 904,329
DMP Facility BFB-U (El Camino Real)891,220 - - - - - - DMP Facility BL-L (College Blvd. Bridge Reimb. Plda "B")- - - - - - 1,816,101
DMP Facility BL-U (College Boulevard)- - - - - - 384,509
DMP Facility BM (Cantarini/College Boulevard Box Culvert)- - - - - - 204,077
DMP Facility BQ (Sunny Creek)- - - - - - 131,355
DMP Facility BR (Cantarini/College Boulevard Pipe Drainage)- - - - - - 180,773
Drainage Master Plan Update 558,000 - - - - - -
Total Project Expenditures 5,972,784 - - - - - 5,175,305
ENDING FUND BALANCE N/A 468,115 543,372 618,628 704,277 779,534 (2,093,845)
PLANNED LOCAL DRAINAGE AREA A FEES (PLD A)
PLANNED LOCAL DRAINAGE AREA B FEES (PLD B)
PARK FEE ZONES 5, 13, 16, 17, 18
May 18, 2021 Item #8 Page 281 of 308
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 1,533,684 1,576,448 1,694,353 1,797,952 1,922,725 1,922,725
REVENUES
Developer Fees 67,764 117,905 103,599 124,772 - 2,053,080
Total Revenues N/A 67,764 117,905 103,599 124,772 - 2,053,080
CAPITAL PROJECTS
DMP Facility C2 (Paseo Del Norte)- - - - - - 727,730
DMP Facility CA (Avenida Encinas)- - - - - - 529,402
Drainage Master Plan Update 121,890 25,000 - - - - -
Total Project Expenditures 121,890 25,000 - - - - 1,257,132
ENDING FUND BALANCE N/A 1,576,448 1,694,353 1,797,952 1,922,725 1,922,725 2,718,673
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 630,604 641,531 717,039 769,732 816,945 816,945
REVENUES
Developer Fees 35,927 75,508 52,693 47,213 - 1,331,895
Total Revenues N/A 35,927 75,508 52,693 47,213 - 1,331,895
CAPITAL PROJECTS
DMP Facility DBA (Poinsettia Village)- - - - - - 167,215
DMP Facility DBB (Avenida Encinas)- - - - - - 429,108
DMP Facility DFA (Batiquitos Lagoon Stormwater Treatment)- - - - - - 256,423
DMP Facility DH (Altive Place Canyon Restoration)- - - - - - 232,812
DMP Facility DQB (La Costa Town Center)- - - - - - 745,842
DMP Facility DZ (Poinsettia Lane)- - - - - - 642,063
Drainage Master Plan Update 209,598 25,000 - - - - -
Total Project Expenditures 209,598 25,000 - - - - 2,473,463
ENDING FUND BALANCE N/A 641,531 717,039 769,732 816,945 816,945 (324,622)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 27,476,816 23,607,195 24,418,847 13,071,892 14,449,527 14,900,540
REVENUES
Developer Fees 763,379 1,684,452 1,245,045 1,377,635 451,012 16,158,925
Total Revenues N/A 763,379 1,684,452 1,245,045 1,377,635 451,012 16,158,925
CAPITAL PROJECTS
Aviara Community Park - Phase 3 700,001 - - - - - -
Cole Library Expansion - - - - - - 11,936,000
El Camino Real Medians 695,781 - - - - - -
Kelly Drive And Park Drive Road Diet And Multiuse Trail - 1,085,000 - - - - - Leo Carrillo Park - Phase 3 1,631,500 - - - - - -
Leo Carrillo Park - Phase 3 - Public Art 29,654 - - - - - -
Loan - Public Facility Fee Fund To Park-in-Lieu NE for Park Site Acquisition 4,550,000 - - - - - -
Loan - Public Facility Fee Fund To Park-in-Lieu SW 1,100,000 - - - - - -
Pine Avenue Park - Phase 2 (Community Center And Garden)10,016,036 - - - - - -
Pine Avenue Park - Phase 2 (Community Center And Garden) - Public Art 123,300 - - - - - -
Poinsettia Community Park - Phase 3 5,231,474 - - - - - -
Poinsettia Community Park - Phase 3 - Public Art 43,225 - - - - - -
Poinsettia Community Park - Phase 4 - Dog Park 2,061,001 731,000 - - - - -
Poinsettia Community Park - Phase 4 - Dog Park - Public Art 21,140 - - - - - - Robertson Ranch Park Development - - - 12,592,000 - - -
State Street parking lot EV charging station - 300,000 - -- - -
Terramar Area Coastal Improvements - 2,450,000 - -- - -
Village H South Off Leash Dog Area and Trail Segment 5B 455,000 67,000 872,800 - - - -
Total Project Expenditures 26,658,112 4,633,000 872,800 12,592,000 - - 11,936,000
ENDING FUND BALANCE N/A 23,607,195 24,418,847 13,071,892 14,449,527 14,900,540 19,123,465
PUBLIC FACILITY FEE FUND (PFF)
PLANNED LOCAL DRAINAGE AREA D FEES (PLD D)
PLANNED LOCAL DRAINAGE AREA C FEES (PLD C)
May 18, 2021 Item #8 Page 282 of 308
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 2,316,154 3,188,102 (1,491,180) (1,934,998) (1,637,817) (1,511,111)
REVENUES
Developer Fees and Miscellaneous 251,948 307,717 288,382 341,181 126,706 3,032,965
Other Agency Contributions (City of Vista)- 520,000 1,359,800 - - 2,047,500
Total Revenues N/A 251,948 827,717 1,648,182 341,181 126,706 5,080,465
CAPITAL PROJECTS
Buena Interceptor Sewer Improvements 550,000 - - - - - -
El Fuerte Lift Station Pump Addition - 180,000 600,000 - - - -
Faraday & El Camino Real Sewer Replacement - Orion To PAR 140,000 - 1,200,000 - - - -
Las Palmas Trunk Sewer 556,000 - 2,907,000 - - - -
Loan Repay - Sewer Conn To Sewer Repl - - - - - - 4,700,000
Sewer Modeling 300,000 - - - - - -
Sewer Monitoring Program (Capacity)642,000 - - - 44,000 - 264,000
Vista Carlsbad Interceptor - Agua Hedionda LS & Forcemain (VC12-VC13)31,175,825 - - - - - -
Vista Carlsbad Interceptor - Buena Vista Lift Station Improvements 1,196,001 (800,000) 800,000 - - - 3,150,000
Vista Carlsbad Interceptor - Lagoon Bridge Replacement (VC11B)9,464,834 - - - - - -
Vista Carlsbad Interceptor - Reach VC14 To VC15 21,350,392 - - - - - -
Vista Carlsbad Interceptor - Reach VC3 597,000 - - 2,092,000 - - -
Total Project Expenditures 65,972,052 (620,000) 5,507,000 2,092,000 44,000 - 8,114,000
ENDING FUND BALANCE N/A 3,188,102 (1,491,180) (1,934,998) (1,637,817) (1,511,111) (4,544,646)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A (2,906,598) (5,883,383) (19,248,071) (23,181,923) (22,452,298) (21,393,931)
REVENUES
Transfer from Sewer Operating Fund 5,599,836 5,650,312 5,568,313 11,120,359 11,398,368 111,499,639
Total Revenues N/A 5,599,836 5,650,312 5,568,313 11,120,359 11,398,368 111,499,639
CAPITAL PROJECTS
Agua Hedionda Lift Station Biological Monitoring And Maintenance 225,000 - - - - - -
Buena Interceptor Sewer Access Road Improvements 1,150,000 - - - - - -
Buena Interceptor Sewer Improvements 3,758,504 (2,799,813) 3,500,000 - - - -
Buena Interceptor Sewer Realignment - East Segment 507,000 - 2,026,000 - - - -
Cannon Road Lift Station Improvements - 150,000 530,000 - - - -
Encina Capital Projects 42,001,300 6,822,000 6,751,000 7,877,000 7,910,000 8,240,000 73,182,000
Foxes Landing Lift Station Wetwell And Pump Replacement 5,492,003 200,000 - - - - -
Loan - Sewer Repl To Sewer Conn 4,700,000 - - - - - -
North Batiquitos Interceptor Sewer Access Road Improvements 250,000 - 90,000 - - - -
North Batiquitos Lift Station Forcemain Rehabilitation 550,000 400,000 - - - - - Odor And Corrosion Prevention Assessment 320,000 - - - - - -
Orion Center 3,995,000 83,500 - - - - -
Poinsettia Lane Lift Station Overflow - - - - - - -
SCADA Improvements 1,967,800 2,160,933 - 175,165 380,734 - -
Sewer Lift Station Repairs And Upgrades 3,085,381 1,150,000 150,000 150,000 150,000 150,000 1,500,000
Sewer Line Capacity Improvements 200,000 - 2,873,000 - - - -
Sewer Line Condition Assessment 1,457,999 - 100,000 100,000 100,000 100,000 1,500,000
Sewer Line Refurbishments And Replacement 7,376,477 850,000 1,200,000 1,200,000 1,850,000 1,850,000 27,400,000
Terramar Area Coastal Improvements 1,000,000 (1,000,000) - - - - - Vallecitos Interceptor Sewer Cleaning And CCTV 250,000 - - - - - -
Village And Barrio Traffic Circles 560,000 (400,000) - - - - -
Villas Sewer Lift Station Replacement 130,000 960,000 - - - - -
Vista Carlsbad Intercepter - Rehabilitation (VC1 & VC2)141,000 - 1,795,000 - - - -
Total Project Expenditures 79,117,464 8,576,620 19,015,000 9,502,165 10,390,734 10,340,000 103,582,000
ENDING FUND BALANCE N/A (5,883,383) (19,248,071) (23,181,923) (22,452,298) (21,393,931) (13,476,292)
SEWER CONNECTION FEE FUND
SEWER REPLACEMENT FUND
May 18, 2021 Item #8 Page 283 of 308
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 7,322,419 4,850,970 1,635 460,294 1,051,709 1,220,883
REVENUES
Developer Fees 604,551 1,213,665 944,658 1,077,415 259,174 15,095,535
Total Revenues N/A 604,551 1,213,665 944,658 1,077,415 259,174 15,095,535
CAPITAL PROJECTS
Avenida Encinas Widening - South of Palomar Airport Road 170,653 2,000,000 3,177,000 - - - -
Carlsbad Blvd Realignment / Palomar Airport Road (Segment 2)- - - - - - 932,000
Carlsbad Blvd Realignment / Palomar Airport Road (Segment 2) (RTCIP)- - - - - - 3,681,000
Carlsbad Blvd Widening Mountain View To Northerly City Limits - - - - - - 984,000
Carlsbad Blvd Widening Mountain View To Northerly City Limits (RTCIP)- - - - - - 1,274,000
Carlsbad Village Drive Widening - Pontiac Drive To Victoria Avenue - - - - - - 3,102,000
El Camino Real And Cannon Road Intersection Improvements 3,536,000 - - - - - -
El Camino Real And Carlsbad Village Drive Dual Left Turns - - - - - - 1,132,000 El Camino Real Right Turn Lane To East Bound Alga Road - - - - - - 438,000
El Camino Real Widening - Arenal Road To La Costa Avenue 3,200,001 50,000 2,500,000 - - - -
Melrose Drive And Alga Road Dual Left Turn Lanes (RTCIP)- - - - - - 1,237,000 Melrose Drive Right Turn Lane To West Bound Palomar Airport Road 711,001 200,000 - - - - -
Palomar Airport Road And College Blvd Improvements 995,501 300,000 - - - - -
Palomar Airport Road/El Fuerte Street Right Turn Lane - - - - - - 1,198,000
Poinsettia Lane Widening - Paseo Del Norte To Batiquitos Drive (RTCIP)- - - - - - 1,039,000
Sidewalk/Street Construction Program 3,499,999 300,000 200,000 300,000 300,000 - -
Terramar Area Coastal Improvements 6,650,004 - - - - - -
Traffic Impact Fee Funds to CFD #1 - 90,000 90,000 90,000 90,000 90,000 1,494,000
Traffic Impact Fee Update 200,000 40,000 - - - - -
Traffic Monitoring Program 1,526,899 96,000 96,000 96,000 96,000 - 288,000
Valley and Magnolia Complete Streets 3,536,206 - - - - - -
Total Project Expenditures 24,026,264 3,076,000 6,063,000 486,000 486,000 90,000 16,799,000
ENDING FUND BALANCE N/A 4,850,970 1,635 460,294 1,051,709 1,220,883 (482,582)
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 5,626,032 5,140,032 39,232 85,016 476,776 2,570,911
REVENUES
Transportation Taxes 4,304,000 4,459,200 4,600,784 4,736,760 4,869,135 49,280,356
Total Revenues N/A 4,304,000 4,459,200 4,600,784 4,736,760 4,869,135 49,280,356
CAPITAL PROJECTS
ADA Improvement Program 1,800,001 640,000 715,000 175,000 715,000 175,000 4,450,000
Adaptive Traffic Signal Program 2,641,938 - - - - - -
Adaptive Traffic Signal Program (Non-Jurisdictional Fees)1,000,000 - - - - - -
Barrio Street Lighting - - 1,280,000 1,280,000 1,030,000 - -
Carlsbad Blvd And Tamarack Avenue Pedestrian Improvements 1,054,001 - - - - - -
Carlsbad Blvd Pedestrian Lighting - Tamarack To State Street 1,325,000 - - - - - -
Carlsbad Blvd Realignment 1,779,027 - - - - - -
Carlsbad Village Dr. & Grand Ave. Pedestrian And Crossing Imp.- - 1,320,000 - - - -
Chestnut Avenue Complete Street Improvements-Valley To Pio Pico - - 1,080,000 - - - -
Chestnut Complete Street I-5 To Railroad Project Study - - 85,000 - - - -
Christiansen Way Improvements - - 310,000 - - - -
College Blvd Reach A And Cannon Road Reach 4A 1,205,000 - - 1,500,000 - - -
El Camino Real Widening - Cassia Rd To Camino Vida Roble 1,554,998 1,550,000 - - - - -
El Camino Real Widening - Sunny Creek To Jackspar 4,000,000 - - - - - -
Kelly Drive And Park Drive Road Diet And Multiuse Trail 4,175,001 - - - - - -
Palomar Airport Road/Paseo Del Norte Left Turn Lane 250,277 - - - - - -
Palomar Airport Road/Paseo Del Norte Right Turn Lane 925,641 - - - - - -
Pavement Management Program 19,205,857 - - - 1,500,000 1,500,000 15,000,000 Pavement Management Program (Non-Juris Fees)11,546,475 2,600,000 1,600,000 1,600,000 1,100,000 1,100,000 11,000,000
State Street Improvements At NW Corner Of Grand - - 325,000 - - - -
Street Lighting Replacement Program 3,325,001 - - - - - - Terramar Area Coastal Improvements 1,000,000 - - - - - -
Valley and Magnolia Complete Streets - - 1,200,000 - - - -
Valley Street Road Diet And Traffic Calming - - 1,645,000 - - - -
Village And Barrio Traffic Circles 1,024,999 - - - - - -
Total Project Expenditures 57,813,216 4,790,000 9,560,000 4,555,000 4,345,000 2,775,000 30,450,000
ENDING FUND BALANCE N/A 5,140,032 39,232 85,016 476,776 2,570,911 21,401,267
TRAFFIC IMPACT FEES (TIF)
TRANSNET - LOCAL
May 18, 2021 Item #8 Page 284 of 308
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 32,419,593 26,417,939 23,453,876 24,793,054 26,338,594 27,309,757
REVENUES
Developer Fees 998,529 1,365,755 1,364,178 1,570,540 971,163 13,988,922
Total Revenues N/A 998,529 1,365,755 1,364,178 1,570,540 971,163 13,988,922
CAPITAL PROJECTS
College Boulevard - Cannon Road To Badger Lane (375 Zone)1,060,000 (809,817) 844,817 - - - -
College Boulevard - Cannon Road To Badger Lane (490 Zone)1,090,000 (790,000) 1,160,000 - - - -
Desalinated Water Flow Control Facility No. 5 2,154,300 7,950,000 - - - - -
Hydroelectric Generator at Desal Flow Control Facility No. 5 200,000 200,000 1,875,000 - - - -
Poinsettia Lane - Cassia Road To Skimmer Court (Reimb. Agreement)600,000 - - - - - - Rancho Carlsbad Groundwater Supply - 200,000 125,000 - - - 1,425,000
San Luis Rey Mission Basin Groundwater Supply 77,500 200,000 300,000 - - - 8,000,000
Water Modeling 300,000 50,000 25,000 25,000 25,000 - -
Total Project Expenditures 5,481,800 7,000,183 4,329,817 25,000 25,000 - 9,425,000
ENDING FUND BALANCE N/A 26,417,939 23,453,876 24,793,054 26,338,594 27,309,757 31,873,679
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A (19,981,340) 236,239 236,239 236,239 236,239 236,239
REVENUES
Recycled Water Loans and Grants 20,217,580 - - - - -
Total Revenues N/A 20,217,580 - - - - -
CAPITAL PROJECTS
Recycled Water Line - CWRF To Agua Hedionda Lagoon 3,417,406 - - - - - - Recycled Water Phase 3 - CWRF Expansion - - - - - - -
Recycled Water Phase 3 - Pipelines 21,256,334 - - - - - -
Recycled Water Phase 3 - Reservoir 3,119,999 - - - - - -
Total Project Expenditures 27,793,739 - - - - - -
ENDING FUND BALANCE N/A 236,239 236,239 236,239 236,239 236,239 236,239
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 11,325,223 23,908,045 13,094,138 6,311,233 8,631,338 12,487,188
REVENUES
Transfer from Water Operating Fund 9,122,706 8,806,823 8,806,595 8,964,605 9,125,850 100,893,018
Total Revenues N/A 9,122,706 8,806,823 8,806,595 8,964,605 9,125,850 100,893,018
CAPITAL PROJECTS
Abandon Potable Services (New Recycled Services)1,742,002 (866,175) 50,000 500,000 500,000 - -
Aviara Parkway And Plum Tree Waterline - 200,000 900,500 - - - - Carlsbad Boulevard Waterline Replacement At Terramar 2,430,000 1,000,000 1,650,000 - - - -
Carlsbad Water Recycling Facility (Encina Capital Projects)709,389 (109,446) - - - - -
Cathodic Protection Program 1,426,702 180,000 190,000 190,000 190,000 190,000 540,000
Crestview Drive Transmission Main 240,000 60,000 500,000 - - - -
Fire Flow System Improvements 1,710,000 - 100,000 100,000 264,000 - - Limited Access Pipeline Relocation Program 1,939,999 - 2,000,000 1,000,000 - - -
Maerkle Facility Improvements 2,235,201 - -- - - -
Maerkle Reservoir Floating Cover Replacement 13,054,999 (2,022,156) - - - - -
Maerkle Reservoir Transmission Main 6,330,000 (5,557,000) 1,000,000 4,557,000 - - -
Miscellaneous Pipeline Replacements 7,838,369 1,730,000 2,690,000 2,800,000 3,000,000 3,000,000 40,970,000 Orion Center 6,650,400 139,010 - - - - -
Palomar Airport Waterline Realignment 1,000,001 750,000 - - - - -
Pressure Reducing Station Program 3,461,997 600,000 600,000 600,000 600,000 600,000 6,000,000
Rancho Carlsbad Groundwater Supply - 200,000 125,000 - - - 1,425,000
Recycled Water Line - CWRF To Agua Hedionda Lagoon 1,632,595 - - - - - -
Recycled Water Phase 3 - Pipelines 2,497,527 - - - - - - Recycled Water Phase 3 - Reservoir 979,999 - - - - - -
Reservoir Repair And Maintenance Program 5,849,999 - - 1,960,000 - - 6,680,000
San Luis Rey Mission Basin Groundwater Supply 77,500 - - - - - 8,500,000
Santa Fe II Inlet Pipeline 495,000 - 2,370,000 - - - -
Santa Fe II Reservoir Site Electrical Improvements 149,999 (116,419) - - - - - SCADA Improvements 2,065,300 1,858,100 3,209,200 2,412,500 610,500 - -
Tri-Agency Water Transmission Pipeline Replacement 6,455,002 (2,836,030) 2,836,030 - - - -
Valley and Magnolia Complete Streets 71,000 - - - - - -
Water Infrastructure Assessment Program 1,380,000 400,000 410,000 410,000 420,000 420,000 4,730,000
Water Loss Monitoring 349,999 - 50,000 100,000 100,000 100,000 1,000,000 Water Motorized Valve Install 485,000 - -- - - -
Water Valve Repair/Replacement Program 5,989,998 930,000 940,000 960,000 960,000 960,000 10,760,000
Total Project Expenditures 79,247,977 (3,460,116) 19,620,730 15,589,500 6,644,500 5,270,000 80,605,000
ENDING FUND BALANCE N/A 23,908,045 13,094,138 6,311,233 8,631,338 12,487,188 32,775,206
WATER CONNECTION - POTABLE
WATER CONNECTION - RECYCLED
WATER REPLACEMENT - POTABLE
May 18, 2021 Item #8 Page 285 of 308
PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-15
YEARS 2021-22 2022-23 2023-24 2024-25 2025-26 2027-2036
BEGINNING FUND BALANCE (1)N/A 12,253,688 10,081,588 8,965,088 7,907,488 6,679,488 6,079,488
REVENUES
Transfer from Recycled Water Operating Fund - - - - - -
Total Revenues N/A - - - - - -
CAPITAL PROJECTS
Carlsbad Water Recycling Facility (Encina Capital Projects)2,231,710 1,460,000 315,000 320,000 310,000 200,000 2,500,000
CWRF Roof Replacement - 225,000 - - - - -
Orion Center 2,660,000 55,600 - - - - -
Recycled Water Infrastructure Assessment Program 650,001 50,000 50,000 50,000 50,000 50,000 590,000
Recycled Water Pipeline Replacement - - - 350,000 350,000 350,000 5,060,000
Recycled Water Valve & Appurtenance Replacement Program 260,000 - 120,000 - 120,000 - 1,330,000
SCADA Improvements 645,400 381,500 631,500 337,600 398,000 - -
Total Project Expenditures 6,447,111 2,172,100 1,116,500 1,057,600 1,228,000 600,000 9,480,000
ENDING FUND BALANCE N/A 10,081,588 8,965,088 7,907,488 6,679,488 6,079,488 (3,400,512)
WATER REPLACEMENT - RECYCLED
May 18, 2021 Item #8 Page 286 of 308
GLOSSARY OF
CAPITAL PROJECT FUNDING SOURCES
BTD#2 – Bridge and Thoroughfare District No. 2
developer fees are paid to partially fund the
Poinsettia Lane and Aviara Parkway street
construction project.
BTD#3 – Bridge and Thoroughfare District No. 3
developer fees are paid to partially fund Cannon
Road improvements.
CDBG – Community Development Block Grants
are allocated by the federal government to help
develop viable urban communities for low and
moderate income households.
CFD #1 – The City of Carlsbad Community
Facilities District No. 1 (Mello-Roos) funds civic
projects, I-5 interchange projects, and road
segments.
Federal Grants (FED GRNT) – Federal Grants such as Highway Bridge Program funding.
Gas Tax – Gas Tax revenues for street projects are received under the Streets & Highways Code of the
State of California.
Gas Tax 1B – Gas Tax revenues for street projects specifically for road maintenance and rehabilitation
are received under the Streets & Highways Code of the State of California.
General Capital Construction (GCC) – General Capital Construction funds, created through fund
transfers from the city's General Fund, are used to fund various municipal and other capital projects.
Infrastructure Replacement Fund (IRF) – Annual transfers from the General fund pay for major
maintenance and replacement of the city’s infrastructure.
Other – Sources include revenues related to pending financing districts, property owner
contributions, and contributions from other agencies.
Park-in-Lieu (PIL) – Park-in-Lieu Fees are charged to developers for park acquisition and development.
PIL fees are segregated by quadrant to fund park projects in those quadrants.
Planned Local Drainage (PLD) – Drainage facilities necessitated by growth are paid from developer
Planned Local Drainage Fees. PLD fees are segregated by drainage area.
Public Facilities Fees (PFF) – Public Facilities Fees are charged to developers to fund civic facilities,
park development, streets, traffic signals, and other facilities.
Sewer Connection (SEWER CONN) – Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
Sewer Replacement (SEWER REPL) – Sewer Replacement is part of sewer user fees and pays for repair
and replacement of the city's existing sewer system.
Transportation Development Act (TDA) – City street and bicycle projects can receive funding from
Transportation Development Act sales tax receipts.
Traffic Impact Fees (TIF) – Developer Traffic Impact Fees are used for various street construction and
improvement projects.
May 18, 2021 Item #8 Page 287 of 308
TransNet (TRNSNT-BIKE, -HWY, -LOCAL, -STP) – Receipts of County Sales Taxes allocated by the San
Diego Regional Transportation Commission finance various bicycle, freeway interchange and local
road improvement projects.
Water Connection (WATER CONN) – Development fees include Major Facility Fees used to fund
expansion of water lines and ancillary water facilities.
Water Replacement (WATER REPL) – Water Replacement funds are included in water utility rates and
pay for the repair and replacement of existing potable water lines and facilities.
Water Recycled (RECL WATER) – Revenues used to fund new Recycled Water projects; revenues for
Phase III expansion includes grant and loan funds.
Water Recycled Replacement (RECL REPL) – Recycled Water Replacement funds are included in utility
rates and pay for the repair and replacement of existing recycled water lines and facilities.
Zone 5, 13, 16, 17, 18 Park Fee (ZONE 5) – Fees paid by development in Local Facilities Management
Zones 5, 13, 16, 17 and 18 to fund a Business Park Recreational Facility in the city's industrial corridor.
May 18, 2021 Item #8 Page 288 of 308
May 18, 2021 Item #8 Page 289 of 308
APPENDICES
May 18, 2021 Item #8 Page 290 of 308
May 18, 2021 Item #8 Page 291 of 308
PLANNED MAJOR CAPITAL OUTLAY ITEMS FISCAL YEAR 2021-22
Department Item Description Quantity One-Time Cost
Community Services Tyler Court Apartments Elevator Replacement 119,797
Community Services Subtotal $119,797
Golf Course Monument Sign 25,000
Large Rough Mower 60,000
Landscape Improvements 23,000
Golf Course Subtotal $108,000
Fire Portable Radios 7 38,000
Convert reserve ambulance for front line use 2 260,000
Ambulance 2 580,000
Fire Subtotal $878,000
Fleet Replacement Fire: Brush Truck 1 481,824
Fire: Ambulance 1 275,000
Fire: Truck 1 867,000
Fire: Truck 1 871,216
Parks & Recreation: Senior Center Van 1 42,000
Parks & Recreation: Trailer 2 29,876
Parks & Recreation: Track Loader 1 66,263
Parks & Recreation: Tractor 1 38,189
Police: Sedan 7 262,740
Police: Utility Hybrid 5 344,000
Police: SUV 1 38,000
Police: SUV with K9 Outfitting 1 80,000
Police: Cargo Van 1 35,000
Public Works: Truck 5 165,000
Public Works: SUV 2 66,260
Public Works: Van 1 32,000
Public Works: Utility Truck 2 80,437
Public Works: Asphalt Truck 1 175,000
Public Works: Paint Striping Truck 1 419,000
Public Works: Truck with Utility Lights & Rack 1 48,724
Public Works: Portable Power Generator 1 34,305
Public Works: Utility Truck with Crane 1 94,199
Fleet Replacement Subtotal 39 $4,546,033
Information Technology Replacement Firewalls 2 33,506
Routers 4 69,888
Switches 2 196,339
Information Technology Subtotal $299,733
Grand Total Major Capital Outlay $5,951,563
*Major Capital Outlay only includes items of $10,000 or greater.
(Greater than $10,000)
May 18, 2021 Item #8 Page 292 of 308
OUT OF STATE TRAVEL BUDGET FISCAL YEAR 2021-22
Travel Description Employees Destination 2021-22 Budget
General Fund
City Council
Legislative Meetings 2 Washington, D.C.4,400
League of National Cities 2 TBD 4,400
City Council Total $8,800
City Treasurer
Association of Public Treasurers of US & Canada 2 Henderson, NV 1,500
Government Investment Officers Association 2 Las Vegas, NV 1,500
City Treasurer Total $3,000
City Manager
ICMA National Conference 2 Portland, OR 3,500
ICMA Regional Conference 2 TBD 2,750
Legislative Meetings 2 Washington, D.C.3,550
City Manager Total $9,800
Administrative Services - Admin
ICMA National Conference 1 TBD 5,000
Administrative Services-Admin Total $5,000
Finance
Harris Conference 3 Las Vegas, NV 8,700
Tyler Connect (Energov - Business License) Conference 1 San Antonio, TX 3,300
Central Square (IFAS) conference 2 Las Vegas, NV 6,000
Finance Total 18,000
Police
Out of State Homicide Investigations TBD TBD 2,500
Out of State Backgrounds Investigations TBD TBD 10,000
Police Total $12,500
Fire
Final Inspections for 2 Type I Engines 4 Clintonville, WI 4,800
Final Inspection for Type III Brush Engine 3 TBD 4,000
Final Inspection for Rescue Ambulance 3 TBD 3,500
Final Inspection for 2 Rescue Ambulances 3 TBD 3,500
Fire Department Instructors Conference 4 Indianapolis, IN 6,000
Fire-Rescue International 3 Charlotte, NC 5,000
Fire Total $26,800
Community Development
ICMA 1 Columbus, OH 2,900
Institute of Transportation Engineer 1 Portland, OR 2,500
ICC Educode 1 Las Vegas, NV 2,200
NAHRO National Legislative Conference 2 Washington, D.C.4,000
Community Development Total 11,600
Library & Cultural Arts
LibLearnX (ALA)1 San Antonio, TX 2,000
PLA 1 Portland, OR 2,000
COSUGI 1 TBD 2,000
American Alliance of Museums 1 Boston, MA 2,500
ALA Annual 1 San Antonio, TX 2,500
Library & Cultural Arts Total 11,000
Parks & Recreation
CivicRec Summit 3 Manhattan, KS 3,000
Parks & Recreation Total 3,000
Public Works - General Fund
National Adaptation Forum 1 Atlanta, GA 2,000
Public Works - General Fund 2,000
General Fund Subtotal $82,100
May 18, 2021 Item #8 Page 293 of 308
Travel Description Employees Destination 2021-22 Budget
Non-General Fund
Community Development
NAHRO National Legislative Conference 1 Washington, DC 2800
YARDI Software Forum 2 TBD 5,000
Community Development Total 7,800
Public Works - Environmental Management
WasteCon/Expo 1 TBD 1,000
Resource Recyling Conference 1 TBD 1,000
Swanapalooza 1 TBD 1,000
Public Works - Environmental Management Total 3,000
Non General Fund Subtotal $10,800
Grand Total Out Of State Travel $92,900
May 18, 2021 Item #8 Page 294 of 308
GLOSSARY
Appropriation – A specific amount of money authorized by the City Council for an approved work program
or individual project.
Assessed Valuation – A dollar value placed on real estate or other property by the County of San Diego as a
basis for levying property taxes.
Balanced Budget – A budget in which planned expenditures do not exceed planned funds available.
Beginning/Ending Fund Balance – Unencumbered resources available in a fund from the prior/current year
after payment of the prior/current year expenses.
Bond – A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus
interest, by a specified future date.
Budget – An annual financial plan that identifies revenues, types and levels of services to be provided, and
the amount of funds that can be spent. Carlsbad's Operating Budget encompasses one fiscal year, as does
the Capital Improvement Program appropriation.
Capital Improvement Program – A multi-year financial plan containing proposed construction of physical
assets such as park, street, sewerage, and recreation facilities. This program has identified all projects which
are the responsibility of the city between the present to buildout.
Capital Outlay – Equipment (fixed assets) with a value $1,000 or more and an estimated useful life of more
than one year, such as automobiles and office furniture, which appear in the Operating budget.
Cost Allocation – A method used to charge General Fund overhead costs to other funds, such as Enterprise
funds and Internal Service funds.
Debt Service – The payment of principal and interest on borrowed funds such as bonds.
Department – An organizational unit comprised of programs or divisions. Examples include the Police
Department, Library Department, and Human Resources Department.
Encumbrance – A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterprise Fund – A fund type established to account for the total costs of selected governmental facilities
and services that are operated similar to private enterprises. These programs are entirely self-supported.
Expenditure – The actual spending of funds set aside by appropriation for identified goods and services.
Fee – A general term used for any charge levied by government for providing a service or permitting an
activity.
Fiscal Year – 12-month period designated as the budget year. Carlsbad's fiscal year is July 1 to June 30.
Full-time Equivalent (FTE) – The hours worked by one employee on a full-time basis, used to convert the
hours worked by several part-time employees into the hours worked by full-time employees. Two
employees each working 1,000 hours equals 1.0 full-time equivalent employee.
Fund – A set of interrelated accounts to record revenues and expenditures associated with a specific
purpose.
Fund Balance – The amount of financial resources available for use.
General Fund – The primary fund used by the city for which revenues and expenditures are not legally
restricted for use. Examples of departments operating within the General Fund include Fire, Library, and the
City Manager's Office.
Grant – Contributions of cash or other assets from another governmental agency to be used or expended for
a specified purpose, activity, or facility.
Growth Management Plan – A comprehensive approach to land-use planning ensuring controlled and
managed growth within the city, while providing designated public facilities.
May 18, 2021 Item #8 Page 295 of 308
Growth Management Standards – Acceptable service levels that have been established for 11 public facility
categories.
Interfund Transfers – Payments from one fund to another fund, primarily for work or services provided.
Internal Service Fund – A fund that provides services to all city departments, and bills the various other funds
for services rendered. Examples are Fleet Maintenance, Information Systems, and Workers’ Compensation.
Maintenance and Operations – A general category used for classifying expenditures for materials, supplies,
and services that are normally used within the fiscal year.
Operating Budget – The annual appropriation of funds for ongoing program costs, which include salaries,
benefits, maintenance, operation, and capital outlay items.
Operating Costs – Estimated expenses that can be expected to occur following the construction of a Capital
Improvement Project.
Personnel – Costs associated with providing the staff necessary to provide the desired levels of services.
Included are both salary and benefit costs.
Revenues – Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and
grants during the fiscal year.
Special Revenue Funds – A fund that collects revenues that are restricted by the City, State, or federal
government as the method by which they may be spent.
May 18, 2021 Item #8 Page 296 of 308
ADA – Americans with Disabilities Act
ADC – Actuarial Determined Contributions
AED – Automated External Defibrillator
APWA – American Public Works Association
ARC – Annual Required Contribution (CalPERS)
AWWA – American Water Works Association
BIT – Biannual Inspection of Terminals
BMP – Barrio Master Plan
BTD – Bridge and Thoroughfare Benefit District
CAFR – Comprehensive Annual Financial Report
CalJac – California Firefighters' Joint Apprenticeship Committee
CalPERS – California Public Employees Retirement System
CalTrans – California Department of Transportation
CAP – Climate Action Plan
CAPER – Consolidated Annual Performance and Evaluation Report
CCEA – Carlsbad City Employees' Association
CDBG – Community Development Block Grant
CED – Community and Economic Development
CEMAT – Carlsbad Emergency Management Administration Team
CERT – Community Emergency Response Team
CEQA – California Environmental Quality Act
CFA – Carlsbad Firefighters' Association
CFA – Community Facilities District
CFD – Community Facilities District
CIP – Capital Improvement Program
CM&I – Construction Management and Inspection
CMWD – Carlsbad Municipal Water District
COPS – Citizens' Option for Public Safety Grant
CPMA – Carlsbad Police Management Association
CPOA – Carlsbad Police Officers' Association
CPR – Cardiopulmonary Resuscitation
CSMFO – California Society of Municipal Finance Officers
CST – Crime Suppression Team
CTBID – Carlsbad Tourism Business Improvement District
CWEA – California Water Environment Association
CWRF – Carlsbad Water Reclamation Facility
DOJ – Department of Justice
DOT – Department of Transportation
ECM – Enterprise Content Management
EFT – Electronic Funds Transfer
EIR – Environmental Impact Report
EMS – Emergency Medical Services
EOC – Emergency Operations Center
ACRONYMS
May 18, 2021 Item #8 Page 297 of 308
ERP – Enterprise Resource Planning
ESL – English as a Second Language
EWA – Encina Wastewater Authority
FEMA – Federal Emergency Management Agency
FPPC – Fair Political Practices Commission
FTE – Full-Time Equivalent
FY – Fiscal Year
GAAP – Generally Accepted Accounting Principles
GASB – Governmental Accounting Standards Board
GCC – General Capital Construction
GDP – Gross Domestic Product
GFOA – Government Finance Officers Association
GHG – Greenhouse Gas Emissions
GIS – Geographic Information System
GPS – Global Positioning System
HA – Hydrologic Area
HMP – Habitat Management Plan
HOT – Homeless Outreach Team
HPRM – HP Records Manager
HR – Human Resources
HUD – Department of Housing and Urban Development
IDDE – Illicit Discharge Direction and Elimination
IFAS – Integrated Financial Accounting System
IRF – Infrastructure Replacement Fund
ISF – Internal Service Fund
IT – Information Technology
ITE – Institute of Transpiration Engineers
JAG – Juvenile Assistance Grant
JPA – Joint Powers Authority
JURMP – Jurisdictional Urban Runoff Management Plan
LAC – Local Assistance Center
LCP – Local Coastal Program
LMS – Learning Management System
M&O – Maintenance and Operations
MFF – Major Facility Fee
MPA – Masters in Public Administration
MS4 – Municipal Separate Storm Sewer
NAISCO – National Association of Chief Information Officers
NFPA – National Fire Protection Association
PERS – Public Employees Retirement System
PFF – Public Facilities Fees
PHA – Public Housing Agency
PIL – Park-In-Lieu Fees
May 18, 2021 Item #8 Page 298 of 308
PLD – Planned Local Drainage
POST – Police Officer Standards and Training
PW – Public Works
RFP – Request for Proposal
ROPS – Recognized Obligation Payment Schedule
ROW – Right of Way
SANDAG – San Diego Association of Governments
SCADA – Supervisory Control and Data Acquisition System
SDG&E – San Diego Gas and Electric
SEMAP – Section Eight Management Assessment Program
SFR – Single Family Residence
STEAM – Science, Technology, Engineering, the Arts, and Mathematics Program
SW – Storm Water
SWAT – Special Weapons Attack Team
SWPPP – Storm Water Pollution Prevention Plan
SWQMP – Storm Water Quality Management Program
TCBMP – Treatment Control Best Management Practices
TCMP – Traffic Control Management Plan
TDM – Transportation Demand Management
TIF – Traffic Impact Fee
TMDL – Total Maximum Daily Load
TOT – Transient Occupancy Tax, or hotel tax
UASI – Urban Areas Security Initiatives Program
UDC – Unified Disaster Council (of San Diego)
WQIP – Water Quality Improvement Plan
May 18, 2021 Item #8 Page 299 of 308
DepartmentRequest Type of RequestDescriptionPart‐Time FTE FY 22 Total Net Costs FY 22 One‐Time Costs (net) FY 22 Annual Ongoing Costs (net) City AttorneyIntern OtherLaw Intern0.0016,000$ 16,000$ ‐$ City Clerk ServicesM&O New MandateAdditional Funding for Redistricting Costs0.0025,000$ 25,000$ ‐$ City Clerk ServicesPart‐time OtherP/T Personnel Funding for Special Projects: CMC/Council Policy Update/Redistr0.0031,000$ 31,000$ ‐$ City Clerk ServicesPart‐time OtherPart‐Time Personnel Funding for Special Projects (temporary)0.0015,000$ 15,000$ ‐$ Communication & Engagement Intern Change in Service Level Intern0.0018,000$ 18,000$ ‐$ Community DevelopmentM&O New ProgramHomeless Workplan0.003,490,000$ 3,470,000$ 20,000$ Community DevelopmentM&O New ProgramGrowth Management Plan ‐ Citizens Committee0.00350,000$ 350,000$ ‐$ Community DevelopmentM&O NewHomeless Program Manager (Contractor for Employments and benefits specialist) 0.00 123,795$ 123,795$ ‐$ Community DevelopmentM&O New ProgramVehicle Miles Traveled (VMT) Consultant Services0.0085,000$ 85,000$ ‐$ Community DevelopmentM&O OtherVillage, Barrio and Beach Area Parking Data Collection0.0050,000$ ‐$ 50,000$ Community DevelopmentPersonnel ReclassifySenior Office Specialist 0.25 (3,473)$ (22,145)$ 18,672$ Community DevelopmentPersonnel ReclassifySenior Program Manager0.00 30,389$ (110,500)$ 140,889$ Community DevelopmentPersonnel NewHomeless Director1.00 247,113$ ‐$ 247,113$ Community DevelopmentPersonnel NewHomeless Housing Services Manager1.00 182,226$ 5,000$ 177,226$ Community DevelopmentPersonnel NewHomeless Management Analyst1.00 123,795$ 5,000$ 118,795$ Community DevelopmentPersonnel NewHomeless Program Manager (Homeless Outreach Team)1.00 123,795$ 5,000$ 118,795$ Cultural ArtsM&O OtherArts & Culture Master Plan ‐ Conduct RFP for Cannon Gallery Redesign0.0050,000$ 50,000$ ‐$ Cultural ArtsM&O Change in Service Level TGIF ‐ Traffic Control Professional Services 0.0020,400$ ‐$ 20,400$ Cultural ArtsM&O New MandateArts & Culture Master Plan‐Comm. Art Grants 10% Annual Funding Increase 0.009,680$ 9,680$ ‐$ Cultural ArtsPart‐time New MandateArts & Culture Master Plan ‐ Ongoing staffing for Mobile Outreach2.00107,392$ ‐$ 107,392$ Environmental ManagementM&O OtherComprehensive CAP Update0.00100,000$ 100,000$ ‐$ Environmental ManagementM&O New ProgramCoastal Conservancy Grant ‐ South Carlsbad Blvd. Climate Adaptation Project 0.00‐$ ‐$ ‐$ Environmental ManagementPersonnel ReclassifyEnvironmental Manager to Director0.0024,177$ ‐$ 24,177$ Facilities MaintenanceM&O OtherCustodial Contract 0.00236,108$ ‐$ 236,108$ Facilities MaintenanceM&O OtherMERV 13 Filters (Covid)0.0040,000$ ‐$ 40,000$ Facilities MaintenanceM&O OtherSDGE Rate Increase0.0016,494$ ‐$ 16,494$ Facilities MaintenanceM&O OtherTraining for Facilities Maintenance/Engineering0.005,000$ ‐$ 5,000$ Facilities MaintenanceM&O Capital OutlayDesktop to Laptop Conversion0.001,135$ 1,135$ ‐$ Facilities MaintenancePersonnel NewCustodian (PT to FT Conversion)‐1.503.00 128,705$ (78,949)$ 207,654$ FinanceIntern OtherFinance Internship Program0.0020,000$ 20,000$ ‐$ FinanceM&O NewRevenue study0.0050,000$ 50,000$ Fire DepartmentM&O OtherProfessional Temp Staff Fire Administration Projects (RA)0.0087,950$ 87,950$ ‐$ Fire DepartmentM&O Change in Service Level SOC ‐ 2 Ambulance outfitting0.00260,000$ 260,000$ ‐$ Fire DepartmentM&O OtherNFPA 1582 Medical Testing0.0070,000$ ‐$ 70,000$ Fire DepartmentM&O OtherPersonal Protective Equipment0.0065,000$ 10,000$ 55,000$ Fire DepartmentM&O Change in Service Level SOC ‐ 2 Ambulance Supplies0.0078,300$ ‐$ 78,300$ Fire DepartmentM&O Capital OutlayPortable Radio Replacement ‐ final phase for 7 radios SWAT Medic Program 0.0038,000$ 38,000$ ‐$ Fire DepartmentM&O OtherAmbulance Fee Study0.0022,500$ 22,500$ ‐$ Fire DepartmentM&O New MandateNarcotic Lockers0.006,000$ 6,000$ ‐$ Fire DepartmentM&O OtherSOC ‐ 2 New Ambulance Purchase0.00580,000$ 580,000$ ‐$ Fire DepartmentPart‐time Change in Service Level SOC ‐ EMT Part Time Personnel 3.00158,389$ ‐$ 158,389$ May 18, 2021Item #8 Page 300 of 308
DepartmentRequest Type of RequestDescriptionPart‐Time FTE FY 22 Total Net Costs FY 22 One‐Time Costs (net) FY 22 Annual Ongoing Costs (net) Fire DepartmentPart‐time Change in Service Level PT Staff Lifeguard Tower 41.0044,180$ ‐$ 44,180$ Fire DepartmentPart‐timeNew ProgramPT Staff Lagoon Safety Program0.5022,770$ ‐$ 22,770$ Fire DepartmentPersonnel NewSOC ‐ Emergency Medical Technician3.00 342,858$ 12,900$ 329,958$ Fire DepartmentPersonnel NewSOC ‐ 9 Paramedic Firefighter9.00 1,987,578$ 152,775$ 1,834,803$ Fire DepartmentPersonnel ReclassifyFire Prevention Specialist II0.25 39,594$ ‐$ 39,594$ Human ResourcesIntern Service Level Change Intern0.0019,000$ 19,000$ ‐$ Human ResourcesM&O CutCoaching0.00 (119,500)$ (119,500)$ ‐$ Innovation & Economic Development Intern Change in Service Level Intern Program0.0018,000$ 18,000$ ‐$ Innovation & Economic Development M&O OtherRegional ED Collaboration Services0.0040,000$ ‐$ 40,000$ LibraryM&O New MandateUpgrade Library's Material Handling Units0.0019,350$ 19,350$ ‐$ Mobility Div. Transp. Dept.M&O New MandateSMP Implementation Strategy0.00150,000$ 150,000$ ‐$ Mobility Div. Transp. Dept.M&ONew ProgramTraffic Impact Analysis (TIA) Review/LDE Dept.0.0050,000$ ‐$ 50,000$ Parks & RecreationM&O OtherSDGE Rate Increases0.0078,677$ ‐$ 78,677$ Parks & RecreationM&O New MandateCMWD Service Reimburesments0.0050,000$ ‐$ 50,000$ Parks & RecreationM&O OtherLLD report increase0.0015,000$ 15,000$ Parks & RecreationM&OCombined contract increase costs500,000$ 500,000$ Parks & RecreationPart‐time Change in Service Level Return Aquatic Staffing to Pre‐COVID Numbers2.5447,233$ ‐$ 47,233$ PoliceM&O OtherRegional Computer Forensics Lab Annual Fee0.0045,000$ ‐$ 45,000$ PolicePersonnel NewHomeless Outreach Team Staffing (Police)3.00 614,984$ ‐$ 614,984$ Public Works AdministrationIntern Service Level Change Business Systems Intern0.0018,454$ 18,454$ ‐$ Public Works AdministrationIntern Service Level Change Construction Outreach Intern0.0016,872$ 16,872$ ‐$ VariousPart‐time OtherPart‐time requests less than prior year‐1.30‐$ Count of Requests = 636.24 22.50 11,082,920$ 5,460,317$ 5,622,602$ Exhibit 3
May 18, 2021Item #8 Page 301 of 308
DepartmentRequest Type of RequestDescriptionPart‐Time FTE FY 22 Total Net Costs FY 22 One‐Time Costs (net) FY 22 Annual Ongoing Costs (net) Communication & Engagement M&O Service Level Change Video production for boards and commission meetings0.00137,000$ ‐$ 137,000$ Environmental ManagementM&O New MandateRegulatory Water Quality Monitoring0.00‐$ ‐$ ‐$ Fleet MaintenanceM&O OtherSOC ‐ Ambulance Reserve Costs0.00133,624$ ‐$ 133,624$ Homeless ResponseM&O New ProgramFlexible Housing Subsidy Pool0.00400,000$ 400,000$ HR ‐ Risk ManagementM&O OtherLiability/Property Insurance & Settlements0.00506,001$ ‐$ 506,001$ HR ‐ Workers' CompensationM&O OtherIncrease to M & O items0.00294,000$ ‐$ 294,000$ Information TechnologyM&O Change in Service Level Continued WFH City Meeting Requirements0.0090,000$ ‐$ 90,000$ Information TechnologyM&O Change in Service Level DocuSign License Increase0.0050,149$ ‐$ 50,149$ Information TechnologyM&O Change in Service Level Axon Taser License Increase0.0050,000$ ‐$ 50,000$ Information TechnologyM&ONew ProgramPolice & Fire ‐ Lexipol Annual Maintenance0.0031,000$ ‐$ 31,000$ Information TechnologyM&O Service Level Change WorkSpaceOne License Increase0.0029,000$ ‐$ 29,000$ Information TechnologyM&O Change in Service LevelAnnual Maintenance Increase for Utilities0.0026,800$ ‐$ 26,800$ Information TechnologyM&O Change in Service Level Tableau Subscription Increase0.0025,000$ ‐$ 25,000$ Information TechnologyM&O New ProgramGreykey Annual Maintenance0.0018,000$ ‐$ 18,000$ Information TechnologyM&O Change in Service Level Maintenance Increases for Police0.0016,700$ ‐$ 16,700$ Information TechnologyM&O New ProgramWATER RMS/EMS Database Replication0.0015,000$ ‐$ 15,000$ Information TechnologyM&O Change in Service Level LaserFiche Expansion Maintenance0.005,000$ ‐$ 5,000$ Information TechnologyPersonnel ReclassifySenior Project Manager0.00 7,655$ ‐$ 7,655$ Information TechnologyPersonnel ReclassifyProject Manager0.00 (37,226)$ ‐$ (37,226)$ Lighting District (LLD #1), Transp. Dept. M&O OtherAdd Budget for SDG&E Rates Incease0.0038,420$ ‐$ 38,420$ Parks & RecreationM&O OtherLLD report increase0.0015,000$ 15,000$ Storm Drain Maintenance/Transp Dept Part‐time OtherPart Time Employee Salary (Maintenance Assistant)0.50‐$ ‐$ ‐$ VariousPart‐time OtherPart‐time requests greater than prior year0.48‐$ UtilitiesIntern OtherIntern0.007,429$ 7,429$ ‐$ UtilitiesIntern OtherIntern0.003,716$ 3,716$ ‐$ UtilitiesIntern OtherIntern0.007,429$ 7,429$ ‐$ UtilitiesM&O OtherSupplemental reconciliation for desalination0.00400,000$ 400,000$ ‐$ UtilitiesM&O OtherLeak detection survey0.00150,000$ 150,000$ ‐$ UtilitiesM&O OtherSDGE Electric rates increase for EWA operation of CWRF0.0075,000$ ‐$ 75,000$ UtilitiesM&O OtherSDGE Electric rates increase for EWA0.00215,000$ ‐$ 215,000$ UtilitiesM&O OtherSmoke testing sewer lines/flow testing 0.0070,000$ 70,000$ ‐$ UtilitiesPart‐time OtherTemporary Help Salaries0.0040,000$ 40,000$ ‐$ UtilitiesPersonnel Pay Adjustment Utilities Manager0.00 17,293$ ‐$ 17,293$ UtilitiesPersonnel Pay Adjustment CCEA Equity Pay Adjustment0.00 85,279$ ‐$ 85,279$ UtilitiesPersonnel ReclassifySCADA Technician to Water System Operator II0.00 (16,037)$ ‐$ (16,037)$ UtilitiesPersonnel Pay Adjustment Utilities Supervisor0.00 11,511$ ‐$ 11,511$ UtilitiesPersonnel NewSCADA Technician1.00179,403$ 21,860$ 157,543$ UtilitiesPersonnel ReclassifyAssistant Engineer to Utilities Assistant Engineer0.00‐$ ‐$ ‐$ UtilitiesPersonnel ReclassifyUtilities Engineering Mgr/District Engineer0.00 18,147$ ‐$ 18,147$ UtilitiesPersonnel ReclassifyUtilities Asset Manager to Util. Tech Serv. Mgr.0.00 20,290$ ‐$ 20,290$ UtilitiesPersonnel ReclassifyPublic Works Superintendent to Utilities Super.0.00‐$ ‐$ ‐$ May 18, 2021Item #8 Page 302 of 308
DepartmentRequest Type of RequestDescriptionPart‐Time FTE FY 22 Total Net Costs FY 22 One‐Time Costs (net) FY 22 Annual Ongoing Costs (net) UtilitiesPersonnel ReclassifyEngineering Technician II to GIS Assoc Analyst0.00 8,416$ ‐$ 8,416$ UtilitiesPersonnel NewUtilities Asset Management Program Specialist1.00 124,152$ (2,500)$ 126,652$ UtilitiesPersonnel ReclassifySenior Engineer to Utilities Senior Engineer0.00‐$ ‐$ ‐$ UtilitiesPersonnel ReclassifySenior Engineer to Utilities Senior Engineer0.00‐$ ‐$ ‐$ UtilitiesPersonnel ReclassifyAssoc. Engineer to Utilities Assoc Engineer0.00 5,261$ ‐$ 5,261$ UtilitiesPersonnel ReclassifyAssoc. Engineer to Utilities Assoc Engineer0.00‐$ ‐$ ‐$ Count of Requests = 470.98 2.00 3,273,412$ 1,097,934$ 2,175,478$ Exhibit 4
May 18, 2021Item #8 Page 303 of 308
General City Fees
Category Fee Description
Current
Fee
Proposed
Fee
Change
Amount Change ReasonAssessment/Non‐Transport with medication given. No charge for assessment if no
medication given and non‐transport.$212 $213 $1Advanced Life Support 1 ‐ Resident and Non‐Resident ‐ plus Level I or Level II supplies and medications $1,222 $1,224 $2
Advanced Life Support 2 ‐ Non‐Resident ‐ plus Level II supplies and medications $1,434 $1,437 $3
Advanced Life Support 2 ‐ Resident ‐ plus Level II supplies and medications $1,328 $1,331 $3
Basic Life Support ‐ Resident and Non‐Resident $24 $24 $0
Mileage Charge ‐ per mile $80 $80 $0
Oxygen Charge $997 $999 $2
Safety Training Center
Facility Rental Fees
Shooting Range Hazardous Waste Disposal Fees N/A $200 New
This fee covers
Increases in
hazardous waste
disposal costs.
Miscellaneous City
Fees Potable Water Shutdown Fee N/A $805 New
This fee covers costs
when a developer ties in to a main line.
Miscellaneous City
Fees
Fats, Oils, and Grease (FOG) Fee N/A $140 New
This fee covers
inspection and
compliance at food
establishments
Other Fee Changes
Category Fee Description
Current
Fee
Proposed
Fee
Change
Amount Change Reason
40 WATTS $68 $74 $6
45 WATTS $73 $80 $7
70 WATTS $98 $107 $9
85 WATTS $112 $125 $13
100 WATTS $127 $141 $14
150 WATTS $176 $198 $22
200 WATTS $225 $254 $29
250 WATTS $274 $311 $37
Development Impact Fees
Category Fee Description
Current
Fee
Proposed
Fee
Change
Amount Change Reason
Affordable Housing Credit Per Unit: Cassia Heights (Southeast and Southwest quadrants)$65,385 $66,300 $915Affordable Housing Credit Per Unit: Tavarua Senior Affordable Apartments (Northwest
quadrant)$93,810 $95,123 $1,313
Type D ‐ Coastal Sage Scrub $35,155 $35,577 $422
Type E ‐ Non‐Native Grassland $17,579 $17,790 $211
Type F ‐ Agricultural Land, Disturbed Land, Eucalyptus Woodland $3,516 $3,558 $42
Sewer Benefit Area Fee ‐ Area A $1,224 $0 ‐$1,224
Sewer Benefit Area Fee ‐ Area B $1,394 $0 ‐$1,394
Sewer Benefit Area Fee ‐ Area G $769 $0 ‐$769
Sewer Benefit Area Fee ‐ Area J $2,112 $0 ‐$2,112
Sewer Benefit Area Fee ‐ Area L $1,669 $0 ‐$1,669
Apartment (Inside of CFD 1) per ADT $331 $338 $7
Apartment (Outside of CFD 1) per ADT $390 $398 $8
Commercial/Industrial Cost Per Trip (Inside CFD)$131 $134 $3
Commercial/Industrial Cost Per Trip (Outside of CFD)$156 $159 $3
Condominium (Inside of CFD 1) per ADT $331 $338 $7
Condominium (Outside of CFD 1) per ADT $390 $398 $8
Single Family (Inside of CFD 1) per ADT $331 $338 $7
Single Family (Outside of CFD 1) per ADT $390 $398 $8
*CMC 18.42.020 determines definitions and Average Daily Trips (ADT). Residential generation rates are: Single Family (calculated at 10 ADT), Condominiums (calculated at 8 ADT), Apartments (calculated at 6 ADT). CMC 18.42.050 ‐ Traffic Impact Fees will be adjusted annually as part of the Capital Improvement Program budget process, by two
percent or the annual percentage change in the Caltrans Construction Cost Index (12 month index, whichever is higher). FEES SUBJECT TO SECTION 66000 OF THE CALIFORNIA
GOVERNMENT CODE.
Affordable Housing West Urban CPI
(1/2021) 1.4%
Habitat Mitigation
San Diego CPI
(1/2021) 2.4%
(increases at 1/2 the
index rate)
Sewer Benefit Areas
Sufficient funds have
been collected to
fulfill associated
project costs
Street Light Energizing Fees are the cost for energizing each street light for eighteen months, and include a $30.00 charge per light for connecting the light to an SDG&E
service point.
Fire / Ambulance Ambulance Inflation
Factor, 0.20% (2021)
Traffic Impact Fees Per rate change
below
Annual Adjustment
based on SDG&E
rates.
Street Light Energizing
Exhibit 5
May 18, 2021 Item #8 Page 304 of 308
City of Carlsbad
Fiscal Year 2021-22
General City Service Fees
Waste Management Fees
Residential Services Fee 21-22
Residential - per month (64 or 96 gallon cart)$24.20
Residential - per month (35 gallon trash)$22.03
Trash Collection - Residential - per month (backyard service)$30.48
Extra trash cart beyond first cart $2.64
Two additional Green Waste and/or Recycling carts will be free of charge, after each
additional cart will be charged $2.64
Commercial Services Fee
One pick-up per week (1-96 gal cart - trash, 1-96 gal cart - recycling) $50.56
Two pick-ups per week (1-96 gal cart - trash, 1-96 gal cart - recycling)$89.43
Three pick-ups per week (1-96 gal cart - trash, 1-96 gal cart - recycling)$128.21
One pick-up per week (1-96 gal cart - trash) $24.13
Two pick-ups per week (1-96 gal cart - trash)$48.27
Three pick-ups per week (1-96 gal cart - trash)$72.38
Extra pick-up per week (1-96 gal cart - trash)$11.38
2-yard bin - one pick-up per week $86.33
2-yard bin - two pick-ups per week $151.89
2-yard bin - three pick-ups per week $217.54
2-yard bin - four pick-ups per week $283.03
2-yard bin - five pick-ups per week $348.68
2-yard bin - six pick-ups per week $414.26
2-yard bin - extra pick-up $41.54
3-yard bin - one pick-up per week $117.27
3-yard bin - two pick-ups per week $213.81
3-yard bin - three pick-ups per week $310.32
3-yard bin - four pick-ups per week $406.81
3-yard bin - five pick-ups per week $503.36
3-yard bin - six pick-ups per week $599.91
3-yard bin - extra pick-up $55.73
4-yard bin - one pick-up per week $156.37
4-yard bin - two pick-ups per week $292.01
4-yard bin - three pick-ups per week $427.69
4-yard bin - four pick-ups per week $563.34
4-yard bin - five pick-ups per week $698.99
4-yard bin - six pick-ups per week $834.62
4-yard bin - extra pick-up $66.68
5-yard bin - one pick-up per week $195.52
5-yard bin - two pick-ups per week $370.32
5-yard bin - three pick-ups per week $545.10
5-yard bin - four pick-ups per week $719.85
5-yard bin - five pick-ups per week $894.65
5-yard bin - six pick-ups per week $1,069.43
5-yard bin - extra pick-up $77.61
Proposed Rates starting 7/1/2021
Commercial Cart (1-96 gal trash, 1-96 gal recycling)
Commercial Yard Bins
7
Exhibit 6
May 18, 2021 Item #8 Page 305 of 308
City of Carlsbad
Fiscal Year 2021-22
General City Service Fees
Waste Management FeesProposed Rates starting 7/1/2021
Commercial Services (continued)Fee
One pick-up per week $94.72
Two pick-ups per week $172.87
Three pick-ups per week $251.00
Four pick-ups per week $329.16
Five pick-ups per week $407.28
Six pick-ups per week $485.44
96 gal cart - one pick-up per week $22.22
96 gal cart - two pick-ups per week $44.46
96 gal cart - three pick-ups per week $66.66
96 gal cart - extra pick-up $10.53
3-yard bin - one pick-up per week $85.08
3-yard bin - two pick-ups per week $143.92
3-yard bin - three pick-ups per week $202.77
3-yard bin - four pick-ups per week $261.59
3-yard bin - five pick-ups per week $312.28
3-yard bin - six pick-ups per week $374.51
3-yard bin - seven pick-ups per week $436.93
3-yard bin - extra pick-up $39.05
4-yard bin - one pick-up per week $86.47
4-yard bin - two pick-ups per week $146.27
4-yard bin - three pick-ups per week $206.08
4-yard bin - four pick-ups per week $265.87
4-yard bin - five pick-ups per week $317.37
4-yard bin - six pick-ups per week $380.60
4-yard bin - seven pick-ups per week $444.05
4-yard bin - extra pick-up $39.72
96 gal cart - one pick-up per week $25.01
96 gal cart - extra pick up $11.04
3-yard bin - one pick-up per week $135.28
3-yard bin - two pick-ups per week $242.81
3-yard bin - one pick-up per week $164.53
3-yard bin - two pick-ups per week $308.13
3-yard bin - three pick-ups per week $451.70
3-yard bin - four pick-ups per week $595.26
3-yard bin - five pick-ups per week $738.87
3-yard bin - six picks-up per week $882.48
3-yard bin - extra pick-up $66.91
Commercial Split Bins includes 2 locks
Commercial Recycling
Commercial Yard Waste
Commercial Compactor
8May 18, 2021 Item #8 Page 306 of 308
City of Carlsbad
Fiscal Year 2021-22
General City Service Fees
Waste Management FeesProposed Rates starting 7/1/2021
Commercial Services (continued)Fee
3-yard bin - one pick-up per week $144.15
3-yard bin - two pick-ups per week $225.28
3-yard bin - three pick-ups per week $306.39
3-yard bin - four pick-ups per week $387.48
3-yard bin - five pick-ups per week $468.61
3-yard bin - six pick-ups per week $549.73
3-yard bin - extra pick-up $47.07
Special Haul Bin (no Storm Water Fees) 1 week or less $101.84
3-yard temporary C&D Recycling Bin $120.63
4-yard temporary C&D Recycling Bin $131.09
Other Fees and Charges Fee
Bin Exchange $65.56
Bin Lock Set Up Fee $40.97
Locking Fee $15.57
Overloaded Bins $56.76
Bin paint charge fee - allowed 1 per year. After first paint within one year, there will be a
charge per paint request.$113.45
5 to 30 feet $5.74
31 to 50 feet $7.79
Additional 25 feet increments $7.79
Special haul bin delivery $45.44
Certified burial at Miramar plus special handling fee charged by Miramar $355.62
Commercial Return to Service Fee - The return to service fee for two or more calls in a one-
month period by a bin $73.08
Copy Fee - The charge for copies requested by customers $1.56
Delivery of extra cart $13.04
Late Fee - There will be a minimum fee on any delinquent account - $3 minimum charge $3.91
Single and Multi-Family Residents - 3 bulky item pick ups per calendar year with 5 items
maximum per pick up
Bulky Item - Exceeding 5 per pick up - First item $46.29
Bulky Item - Exceeding 5 per pick up - each addl item $11.87
Per Bulky Item - first item $46.29
Per Bulky Item - each additional item $11.87
Bulky Item requiring 2 people to handle $66.40
Contamination Fee - to recover costs for separating solid waste placed in a recycling
or green waste container or for arranging a special, unscheduled collection due to
contamination.$58.99
Scout service per bin per service $53.08
Residential Return to Service Fee - The return to service fee for two or more calls in a one-
month period by a residential customer $37.17
Special Haul Bin Rate - includes delivery fee
Bin that needs to be moved:
Commercial Bin Customers shall be charged for bulky item pick-ups
Construction and Demolition Recycling
9May 18, 2021 Item #8 Page 307 of 308
City of Carlsbad
Fiscal Year 2021-22
General City Service Fees
Waste Management FeesProposed Rates starting 7/1/2021
Other Fees and Charges (continued)Fee
Restart Fee - The fee for restarting commercial service when a permanent account has been
terminated for non-payment.$22.30
Roll off Service
Service Fee - Roll off service $242.11
Disposal Fee per Ton (pass through)$49.05
Roll off - Demurrage Per Day Charge $5.16
Delivery $62.30
Delivery Demo (includes signage) $63.43
Relocation Charge onsite $48.67
Relocation Charge offsite $69.46
Wash Out Receiver Boxes $55.68
Dead Run charge $83.47
Standby charge per minute after 5 minutes $2.21
*Storm Water fee included
10May 18, 2021 Item #8 Page 308 of 308
Mia De Marzo
From:
Sent:
To:
Cc:
Subject:
Diana A <dra805@gmail.com>
Tuesday, May 18, 2021 10:10 AM
City Clerk
Priya Bhat-Patel
comment for agenda #8
All Receive - Agenda Item
For the Information of the:
CITY COUNCIL
Date 0511S,IV CA Y) CC?
CM Y'ACM tc,C)Cfv1 (3) >2
Good morning,
This is my comment related to Agenda item 8 : FISCAL YEAR 2021-22 PRELIMINARY BUDGET
The senior population in Carlsbad remains steady. Please support additional funding for the Senior Center
and Senior specific activities (that are free and/or affordable). The age friendly communities project is a
start to identify senior activities that are important to our senior community members. Some
recommendations are to improve public transportation for our seniors, expand senior community centers to
other areas of the city, and develop technology adoption programs among our seniors. It's important to
have line items in the budget to reflect our city's commitment to remain and improve as an age
friendly city.
Thank you,
Diana Aguirre
D3 Resident
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe.
1
Mia De Marzo
From:
Sent:
To:
Cc:
Subject:
Mary Real <senior4seniors2021@yahoo.com>
Tuesday, May 18, 2021 1:41 PM
City Clerk; Mary Real; Council Internet Email
wwfowler@gmail.com; Mary Real
Item #8 on 5-18-2021 City Council Meeting
All Receive - Agenda Item #
For the Information of the:
CITY COUNCIL
DateOSiV-2-1ICA p cc '),0
CM ,,o_Acm ..2t_-?Dcrvi (3) V...D
Hi City Council Members & Interested Citizens,
I am very concerned that the City wants to spend $50,000 to hire a consultant for the Cannon art gallery
next to the Dove library to study ways to upgrade and provide excellent service or superior public service
And will not allocate any money for an outside consultant or a staff study on the Senior Center and ways to
improve on the quality of life for Seniors! Seniors are being short changed on the fun and connectivity of
having a social club with couches or places to sit to socialize with their peers and to have place to do art
work or play ping pong or gather info from the bulletin boards in the main corridor! They were cutting back
on amenities for over three years_ In addition they do not communicate with seniors. Their staff is not well
trained to deal with seniors as they seem to claim that they are being "Harassed" when seniors ask them a
question or disagree with what Staff asserts! Who is responsible for training and hiring and
supervising? Why does one part time employee decide on whether an activity will be successful?
In 1998, the Library Arts Foundation was formed to make contributions to the Quality of life here in Carlsbad
for people to enjoy Superior Service by the city staff. They provide excellent programs for free to energize
the whole community! Is it time for the Park & Rec to do the same for the Seniors at the Senior Center? Is
the Park & Rec
unwilling to explore sharing ideas and providing more services to Seniors? Where are the City Movers and
Shakers when we Seniors need you? Does Carlsbad care about the senior citizens ????
Thank YOU,
Mary Lucid
Please contact the city council and the Director of Park & Rec to up their game to benefit seniors
CAUTION: Do not open attachments or click on links unless you recognize the sender and know the content is safe.
1
Hector Gomez
From: Sheila Cobian
Sent: Tuesday, May 18, 2021 3:30 PM
To: City Clerk
Subject: FW: General Comments re Budget #8
For distribution to Council.
From: Liz Kruidenier <lizkruidenier@gmail.com>
Sent: Tuesday, May 18, 2021 3:26 PM
To: Sheila Cobian <Sheila.Cobian@carlsbadca.gov>
Subject: General Comments re Budget #8
Members of Carlsbad City Council:
Shocked to find out you have enough money - $500,000 to pay a consultant for the Art Center at Dove Library
and yet you have decided that it is Okay now to have only a part time manager for the Senior Center. Okay to
cut many of the services you used to provide for the Senior Center. And generally no longer support this very
much needed program that seniors have relied on for many years and that I have been proud of. If any
program needs a boost and more attention it is certainly the Senior Center which has suffered greatly from
your lack of attention.
I suggest that you take a good look to see what is not happening there anymore and why? I still spend a lot of
time worrying about how to provide more and better mental health services for all of our residents and
partnering with our seniors has always been a way to help all, of our older citizens meet their ongoing needs.
Sincerely,
Liz Kruidenier
Carlsbad CA,
Liz Kruidenier
NAMI NC Past President
lizkruideniercimail.com
2021-22BUDGET FISCAL YEARPRELIMINARY
Operating Budget
Capital Improvement Program
Strategic Digital Transformation Program
Today’s Presentation
•Overview
•Economic and fiscal issues
•City Council goals
•Department summaries
•Strategic Digital Transformation Program
•Capital Improvement Program
Budget Overview
Scott Chadwick
City Manager
{city of
Carlsbad
Overall Summary
Recovery is starting
City is financially healthy
Clear City Council goals
Healthy reserves
Will take years
Future revenues < future costs
Other work not funded this year
Long list of future projects
City life cycle
Create Maintain
1952 2021
Establish policies
Establish financing strategy
Plan communities
Build infrastructure
Manage growth
Create an excellent quality of life
Repair, replace infrastructure
Redevelop as needed
Adapt to new needs
Develop new financing strategy
Maintain an excellent quality of life
2021-22 Budget
•Following new approaches (3rd year)
–Data driven
–Focus on needs
–No automatic increases
–No automatic contingency fund
•Cautious with spending
•Aligned with City Council goals
Goal Alignment = Results for Our Community
COMMUNITY
VISION
COUNCIL
GOALS
WORK
PLAN
ANNUAL
BUDGET
Growth Management
Create Maintain
1952 2021
Establish policies
Establish financing strategy
Plan communities
Build infrastructure
Manage growth
Create an excellent quality of life
Repair, replace infrastructure
Redevelop as needed
Adapt to new needs
Develop new financing strategy
Maintain an excellent quality of life
Reduce Homelessness
~
CD
Standards of Cover
....
■ ■
Investment in City Council Goals
One-time Ongoing Total FY 21-22
Growth management $350,000 TBD $350,000
Homelessness $3,609,795 $1,296,912 $4,905,708
Fire/emergency services $1,940,675 $2,535,074 $4,475,749
TOTAL $9,731,457
2021-22 Budget
•Balanced (with small surplus)
•Maintains all services at current high levels
•Progress on goals
{city of
Carlsbad
Economic & Fiscal Issues
Laura Rocha, Deputy City Manager,
Administrative Services
{city of
Carlsbad
Road to Recovery
•In the spring of 2020, local economy was deeply impacted by
the COVID-19 pandemic
•Significant decline in city revenues and projected revenue
shortfalls in future years
•City revised revenue projections to reflect the positive impacts
from the acceleration of the vaccine distribution
–a decrease in COVID-19 infection rates
–the passing of the American Rescue Plan Act, and a
–gradual lessening of federal and state restrictions
U.S. Economy at a Glance
Real GDP: Percent change from preceding quarter Month-to-Month Change in Personal Income
35
25
15
5 ■----- - --5
-15
-25
-35
Q2 Q3 Q4 Ql Q2 Q3 Q4 Ql Q2 Q3
2017 2018 2019
U.S. Bureau of Economic Analysis
Q4
•
Ql Q2 Q3 Q4 Ql
2020 2021
25
20
15
t: 10
Q) u
I,...
~ 5
0
-5
-10
Nov. Dec.
Seasonally adjusted at annual rates u.s. Bureau of Economic Analysis
Jan. Feb. Mar.
Seasonally adjusted
Gross Domestic Product
22,200
22,000
21,800 .. 2 "' ,_ 21,600
;. ::, C: 21,400
C: "' ..,
"' 21,200 ... ~ ::, 21,000 :s "' ~ ;. 20,800 C: 0 .. "' ., 20,600 Ul
:= :. 0
20,400 ... -0 20,200 ..
C: ~ 20,000 <'i
19,800
19,600
19,400
2019Ql
"
Souroe: U.S. Bureau of Economic Analysis
■ Gross domestic product
Table 1.1.5. Gross Domestic Product
2019Q2 2019Q3 2019Q4 2020Ql 2020Q2 2020Q3 2020Q4 2021Ql
I ~
Consumer
Price Index
Consumer
Price Index
(1.2~~
..!1% (\
2%
iJ
0%
-2% _____ ,._ __________ _
20 C
111
Carlsbad Economy
•Carlsbad’s GRP was approximately $15.3 billion in 2020
•GRP increased $800 million from the previous year
•Certain industry clusters, like life sciences continue to do well
$15.3 billion
Change in Industry Earnings 2019-2020
Top Five Industry Expansions -2020
Top Five Industries Contractions -2020
Clothing and Clothing Accessories Stores $71,903,074 $62,304,328 ($9,598,745)
Miscellaneous Manufacturing $460,859,978 $442,464,503 ($18,395,475)
Food Services and Drinking Places $202,099,929 $172,916,507 ($29,183,423)
Amusement, Gambling, and Recreation Industries $105,933,314 $73,400,348 ($32,532,966)
Accommodation $208,076,096 $155,241,663 ($52,834,433)
Computer and Electronic Product Manufacturing $993,615,479 $1,032,588,790 $38,973,311
Chemical Manufacturing $261,041,354 $297,566,582 $36,525,228
Professional, Scientific, and Technical Services $1,362,349,454 $1,386,094,685 $23,745,231
Credit Intermediation and Related Activities $110,712,086 $126,354,282 $15,642,195
Utilities $69,237,515 $79,314,782 $10,077,267
Industry 2019 Earnings 2020 Earnings Change
Industry 2019 Earnings 2020 Earnings Change
Carlsbad Unemployment
•California unemployment rate 8.3% -a 0.2% monthly increase
•County unemployment rate 6.9% -a 0.3% monthly increase
•Carlsbad unemployment rate 5.6 % -a 0.3% monthly increase
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Unemployment Rate Comparison
Carlsbad North County Avg w/o Carlsbad San Diego County California
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
10.00%
Jan Feb Mar
North County Unemployment Rate Q1 -2021
Carlsbad Escondido Oceanside
San Marcos Vista North County Avg w/o Carlsbad
San Diego County Califonia
■
■
■
■
■
■
■
■
Commercial Real Estate
•Vacancy rates for industrial properties are down to 9.3%
•Vacancy rates for office properties are up to 14.7%
•Vacancy rates for retail properties are up to 8.6%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
2020 Q1 2020 Q2 2020 Q3 2020 Q4 2021 Q1
Vacancy Rates
Retail Office Industrial
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
Retail Office Industrial Retail Office Industrial
Carlsbad North County w/o Carlsbad
Vacancy Rates Comparison
2020 Q1 2020 Q2 2020 Q3 2020 Q4 2021 Q1■ ■ ■ ■ ■
Forecasting With Uncertainties
Budget principles and fiscal recovery priorities help guide our work and
evolve through uncertain times:
•Support economic recovery through changes to our policies and
programs, where applicable
•Focus on resiliency over the long-term while making service
reductions and changes, ensuring that any services eliminated can be
restored in future years
•Seek new ways to conduct our work through efficiencies and a
learning environment
Forecasting With Uncertainties
•Apply a broad-based approach to reductions,
balancing impacts to the community
•Use temporary solutions to bridge revenue
losses expected in the short-term
•Continue to work closely with our sales tax
consultants, hoteliers, and business community
Long-Term Financial Forecasting
City has prepared a 10 year forecast for many years
•Staff has developed a comprehensive financial model to
project General Fund revenues and expenditures
•City hires consultants to assist with technical forecasting and
trend analysis
–Sales tax, TOT, economists, CalPERS, growth projections
•Forecast is formally updated on an annual basis during budget
process (Jan. –May)
•Forecast is informally adjusted throughout the year
24
Revenues & Expenditures
Ryan Green, Finance Director
{city of
Carlsbad
Property Tax Forecast
$60M
$65M
$70M
$75M
$80M
$85M
$90M
fy 2018-19
(actual)
fy 2019-20
(forecast/
actual)
fy 2020-21
(forecast)
fy 2021-22
(forecast)
fy 2022-23
(forecast)
fy 2023-24
(forecast)
fy 2024-25
(forecast)
Forecast as of May 2021 Forecast as of May 2020--
Sales Tax Forecast
27
$M
$10M
$20M
$30M
$40M
$50M
$60M
fy 2018-19
(actual)
fy 2019-20
(forecast/
actual)
fy 2020-21
(forecast)
fy 2021-22
(forecast)
fy 2022-23
(forecast)
fy 2023-24
(forecast)
fy 2024-25
(forecast)
Forecast as of May 2021 Forecast as of May 2020--
Sales Tax Assumptions
Fiscal year 2020-21 Fiscal year 2021-22
General Retail -1.3%14.5%
Food Products -9.7%14.4%
Transportation 18.6%5.3%
Construction -3.0%13.6%
Business to Business -10.6%12.8%
Miscellaneous -45.7%28.6%
County Pool 25.0%10.3%
Hotel Tax Forecast
29
$M
$5M
$10M
$15M
$20M
$25M
$30M
$35M
fy 2018-19
(actual)
fy 2019-20
(forecast/
actual)
fy 2020-21
(forecast)
fy 2021-22
(forecast)
fy 2022-23
(forecast)
fy 2023-24
(forecast)
fy 2024-25
(forecast)
Forecast as of May 2021 Forecast as of May 2020--
Other General Fund Revenue Impacts
One-time revenue of $6.6 million from the American Rescue Plan, which is a reduction in COVID-19 related revenues of $1.4 million.
Intergovernmental
Reimbursements
Investment yield is projected to go from 1.5% in fy 2021-22, growing by 0.2% per year, and capping at 2.5%Interest Income
Business license revenues are forecasted to increase by $267,000 in fy2021-22 and then somewhat in line with sales tax changeBusiness License Revenues
Development related revenues are projected to continue slowdown from previous levels seen when growth was more prevalent
Development Related
Revenues
Recreation revenues are projected to increase in fy 2021-22 by over 23%, and then by +10% until previous levels are achieved. Recreation Revenues
l
l
Total General Fund Revenues
31
$100M
$120M
$140M
$160M
$180M
$200M
$220M
fy 2018-19
(actual)
fy 2019-20
(forecast/
actual)
fy 2020-21
(forecast)
fy 2021-22
(forecast)
fy 2022-23
(forecast)
fy 2023-24
(forecast)
fy 2024-25
(forecast)
Forecast as of May 2021 Forecast as of May 2020--
Total General Fund Expenditures
32
$100M
$120M
$140M
$160M
$180M
$200M
$220M
fy 2018-19
(actual)
fy 2019-20
(forecast/
actual)
fy 2020-21
(forecast)
fy 2021-22
(forecast)
fy 2022-23
(forecast)
fy 2023-24
(forecast)
fy 2024-25
(forecast)
Forecast as of May 2021 Forecast as of May 2020--
Projected General Fund
Reserves
100%
50%
0%
June 30,2021
Policy 40%
57%
Economic Uncertainty Strategy
70
60
50 ---
40
30
20
10
0
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14
Projected General Fund
Reserves
100%
50%
0%
June 30,2021
Policy 40%
57%
Projected General Fund
Reserves
100%
50%
0%
June 30,2022
Policy 40%
54%
$157M $155M $171M $178M $185M $192M
$171M $173M
$179M $185M $188M $194M
$0M
$50M
$100M
$150M
$200M
$250M
fy 2019-20
(actual)
fy 2020-21
(forecast)
fy 2021-22
(forecast)
fy 2022-23
(forecast)
fy 2023-24
(forecast)
fy 2024-25
(forecast)
Ongoing base expenditures Transfers and other One-time expenditures funded with GF Reserves Revenue
Total General Fund Revenues & Expenditures
I
\ I ' ..
----
---
General Fund,
$178.8, 59%
Special Revenue &
Trust, $15.0, 5%
Enterprise, $79.1,
26%
Internal Service,
$30.7, 10%
Operating Revenues: $303.6 million
General Fund,
$184.2, 58%
Special Revenue &
Trust , $16.7, 5%
Enterprise,
$86.4, 27%
Internal Service,
$29.6, 10%
Operating Expenditures: $316.8 million
Overview of All Funds
($ in Millions)
Est. Beginning
Balance
Budgeted FY 2021-22 Est. Ending
BalanceFundRevenuesExpendituresNet
General Fund $101.3 $178.8 $(184.2)$(5.4) $95.9
Special Revenue & Trust 39.5 15.0 (16.6)(1.7)37.8
Enterprise 55.0 79.1 (86.4)(7.3)47.7
Internal Service 36.6 30.7 (29.6)1.1 37.7
Total All Operating Funds $232.4 $303.6 $(316.8)$(13.3)$219.1
Fiscal Year
20-21 Approved $10 million to reduce unfunded liability
19-20 Approved fiscal policy updates
18-19 Approved $20 million to reduce unfunded liability
17-18 Approved $11 million to reduce unfunded liability
16-17 Approved $9 million to reduce unfunded liability
11-12 Established 2nd Benefit Tier at 2% @ 60
Carlsbad’s Pension Actions
Budget Summaries
•Fire
•Police
•Public Works
•Community Services
•Administrative Services
•Policy & Leadership
{city of
Carlsbad
FY 2021-22 General Fund Expenditures
Public Safety, $82.9,
45%
Community Services,
$49.2, 27%
Public Works,
$21.2, 11%
Administrative Services,
$12.3, 7%
Policy & Leadership,
$8.1, 4%
Non-Departmental,
$10.6, 6%
$184.2 million
Overview
•Core services
•Budget considerations
•Key changes and priorities
•Budget summary
OPERATING BUDGET: GENERAL FUND
Adopted 2021 Proposed 2022 Change %
Personnel $105,037,914 $115,906,494 $10,868,580 10.3%
M&O 31,447,562 38,396,325 6,948,763 22.1%
Interdept 18,626,561 22,279,445 3,652,884 19.6%
Transfers 7,009,000 7,148,000 139,000 2.0%
Council Contingency 1,500,000 500,000 (1,000,000)-66.7%
TOTAL $163,621,037 $184,230,264 $20,609,227 12.6%
Full-Time Personnel 606.18 628.75 22.57 3.7%
Adopted 2021 Proposed 2022 Change %
Personnel $18,781,666 $20,133,615 $1,351,949 7.2%
M&O 104,463,403 105,276,655 813,252 0.8%
Interdept 6,385,807 7,194,697 808,890 12.7%
TOTAL $129,630,876 $132,604,967 $2,974,091 2.3%
Full-Time Personnel 141.57 143.50 1.93 1.4%
OPERATING BUDGET: OTHER FUNDS
Fire Department
Michael Calderwood, Chief
{city of
Carlsbad
Core Services
UNIT RESPONSES
20,508
INCIDENTS
12,345
BUILDING INSPECTIONS
2,809
EOC ACTIVATION HOURS
2,670
BEACH RESCUES
306
•Fire suppression
•Emergency medical
•Fire prevention
•Emergency preparedness
•Marine Safety Services
Budget Considerations
•Standards of Cover recommendations
•Best practices-based response time policy
•Fire hazard reduction expectations
Key Changes
•Deploy additional ambulances
•Develop Emergency Medical Technician
Program
•Oversee ambulance fee study
•Add Lifeguard Tower 4
•Implement lagoon safety program
•Expand hazard reduction program
•Advance comprehensive wellness programs
Adopted 2021 Proposed 2022 Change %
Personnel $20,862,617 $25,544,578 $4,681,961 22.4%
M&O 3,140,519 4,139,780 999,261 31.8%
Interdept 3,169,984 3,837,054 667,070 21.0%
TOTAL $27,173,120 $33,521,412 $6,348,292 23.4%
Full-Time Personnel 97.75 111.00 13.25 13.6%
FIRE BUDGET: GENERAL FUND
Police Department
Mickey Williams, Assistant Chief
{city of
Carlsbad
Core Services
•Patrol
•Investigations
•Crime prevention
•Traffic enforcement
•SWAT
•Homeless outreach
•Vice and narcotics
•School resource officers
•Family services
Calls for
Service
105,000
100,000
95,000
90,000
2018 2019 2020
Crime
Reports
8,900
8,800
8,700
8,600
8,500
8,400
8,300
8,200
8,100
8,000
Budget Considerations
•Homeless response
•Enhanced security and safety
•Commitment to an excellent level of service
Budget Considerations
•New Homeless Outreach Team Sergeant and
two officers
•Salary and overtime increase for police
employees as part of current contracts
•Increase in costs of various contracts and
services (CAL-ID, online crime reporting, radio
communication services)
Key Changes
•Reduction of all non-mandatory/non-essential
trainings and conferences
•Utilizing grants and federal funds for equipment and
services
Adopted 2021 Proposed 2022 Change %
Personnel $34,680,853 $38,350,598 $3,669,745 10.6%
M&O 3,228,382 3,320,274 91,892 2.8%
Interdept 6,684,222 7,725,931 1,041,709 15.6%
TOTAL $44,593,457 $49,396,803 $4,803,346 10.8%
Full-Time Personnel 183.00 185.00 2.00 1.1%
POLICE BUDGET: GENERAL FUND
Adopted 2021 Proposed 2022 Change %
Personnel $190,177 $201,646 $11,469 6.0%
M&O 376,000 230,000 (146,000)-38.8%
Interdept 3,760 4,460 700 18.6%
TOTAL $569,937 $436,106 ($133,831)-23.5%
Full-Time Personnel 1.00 1.00 0.00 0.0%
POLICE BUDGET: SPECIAL REVENUE FUNDS
Public Works
•Paz Gomez, PE, CEM, GBE, CPM
•Deputy City Manager
•Construction Management & Inspection
•Babaq Taj, Engineering Manager
•Environmental Management
•James Wood, Environmental Manager
•Fleet & Facilities
•John Maashoff, Public Works Manager
•Transportation
•Tom Frank, Director
•Utilities
•Vicki Quiram, Director
Budget Considerations
•Council priorities
•Public health and safety
•Legislative and regulatory mandates
•Anticipated rate increases
•Staffing retention
•Long-range planning initiatives
•Water quality and utilities resiliency
Core Services
Public Works Administration
•Leadership
•Business systems
•Budget oversight
•Capital Improvement Program administration
•Contracts administration
•Records management
Key Changes
•Interns
–Construction communications and
outreach
–Business systems support, including
enterprise asset management, business
intelligence/data visualization and
reporting
Core Services
Construction Management & Inspection
•Construction management of Capital Improvement
Program projects
•Inspection of private development grading, storm
water and improvements
•Oversight of construction activity in the public
right-of-way
Key Priorities
•Portfolio Project Management software
requirements
•Certified in-house Qualified Storm Water
Pollution Prevention Plan Developer and
Practitioner Program for eligible city staff
•Alignment of city’s standard public works contract
and engineering standards with latest edition of
the Standard Specifications for Public Works
Construction (2021 Greenbook)
Core Services
Environmental Management
•Climate Action Plan administration
•Habitat management
•Sustainable materials management –
recycling
•Watershed protection
Key Changes
•Environmental Manager reclassification to
Director
•Comprehensive Climate Action Plan update
•New requirement for increased water quality
monitoring in Agua Hedionda Lagoon from
San Diego Water Quality Control Board
•South Carlsbad Boulevard Climate
Adaptation Coastal Conservancy grant
Core Services
Fleet & Facilities
•Facilities maintenance
•Design and construction management of
facilities projects
•Safety Training Center operations and
maintenance
•Fleet management and maintenance
Key Changes
•Custodial Services
–3 part-time custodians conversion to full-
time
–New contract –improved service
levels/standards
•MERV-13 air filters in city facilities (COVID-
19)
•Additional training and certifications
•Support for Fire Department Standards of
Cover goal
Core Services
Transportation
•Mobility planning
•Traffic engineering and operations
•Transportation and drainage engineering
•Streets and storm drain maintenance
Key Changes
•Traffic Impact Analysis workload –improved
alignment with Mobility Element initiatives
•Sustainable Mobility Plan engineering
feasibility analysis of high-priority projects
•Part-time Maintenance Assistant in Storm
Drain Maintenance Division
Core Services
Utilities
•High-quality drinking water –92,000 customers
•Wastewater collection and safe delivery to the
Encina Wastewater Treatment Plant – 85,000
customers
•Advanced treatment at the Carlsbad Water
Recycling Facility and recycled water delivery for
irrigation and other uses –960+ customers
Key Changes
•Increase in reconciliation for desalination water
purchase agreement due to periodic dredging
activity
•Mandated leak detection survey
•Sewer lines smoke testing
•Additional temporary staffing to avoid service
interruptions during scheduled extended staff
leave
Key Changes
•Position reclassifications to enhance
recruitment and retention
•New positions to ensure responsible asset
management and systems resiliency
•Salary adjustments to address equity
Adopted 2021 Proposed 2022 Change %
Personnel $11,076,403 $11,738,535 $662,132 6.0%
M&O 5,632,161 6,769,402 1,137,241 20.2%
Interdept 2,054,138 2,667,966 613,828 29.9%
TOTAL $18,762,702 $21,175,903 $2,413,201 12.9%
Full-Time Personnel 82.15 87.10 4.95 6.0%
PUBLIC WORKS: GENERAL FUND
Adopted 2021 Proposed 2022 Change %
Personnel $11,089,710 $12,063,716 $974,006 8.8%
M&O 68,393,135 69,887,662
1,494,5
27 2.2%
Interdept 6,129,493 6,869,477 739,984 12.1%
TOTAL $85,612,338 $88,820,855 $3,208,517 3.7%
Full-Time Personnel 90.60 92.65 0.05 0.1%
PUBLIC WORKS: OTHER FUNDS
Community Services
•Gary Barberio
•Deputy City Manager
•Community Development Department
•Jeff Murphy, Director
•Housing & Homeless Services Department
•Vacant
•Library & Cultural Arts Department
•Suzanne Smithson, Director
•Parks & Recreation Department
•Kyle Lancaster, Director
•Real Estate Division
•Curtis Jackson, Manager
Budget Considerations
•City Council Goals: Growth Management &
Homelessness
•New Housing & Homeless Services Department
•Neighborhood quality of life, parks and
recreation, library services, arts and culture
•Legislative and regulatory compliance
•Reopening facilities and services
•Virtual services & programming
Budget Considerations
•Process streamlining
•Business recovery
•LCP update and Housing Element
implementation
•Additional CDBG funds & Section 8 vouchers
•Customer service and connecting with the
community
•Managing real estate assets
Core Services
Community Development
•Planning (permit processing/legislative
development)
•Land Development Engineering
•Building & Code Enforcement
•Development Services
•Housing Services –now part of new Housing &
Homeless Services Department
Key Changes
•Department and service restructure to create
Housing and Homeless Services Department
•Housing Element approved on schedule; rezonings,
several related initiatives to be implemented
•Continue to offer virtual building permit inspections;
investigating possibility of self-certification services
•Phased reopening of public counter services
•Process guide developed, training and
accountability; Code Enforcement & Development
Processing
Core Services
Housing & Homeless Services
•Leadership/staffing singularly focused
•Pairs complementary functions
•Homeless is solved by housing
•Centralizes the expertise and programing needed
to advance individuals and families through the full spectrum –from homelessness to fully housed and self-sufficiency
•City Council Homelessness Goal
Key Changes
•New Department
•Hire new director
•Transition Homeless Program Manager
from Police to new department
•Transition contracts to new department
•Hire and office all new positions
Core Services
Library & Cultural Arts
•Provide educational, informational and cultural
arts services
•Contribute to quality of life by supporting
lifelong learning, the pursuit of knowledge and
offering community gathering places
•Emphasize the arts by promoting a variety of
visual, performing and educational programming
Key Changes
•Reopening facilities and services
•Continuing popular new services such as curbside pick up,
virtual book clubs and online storytimes
•“TGIF in Your Backyard,” summer 2021. Plan for return of
TGIF in summer 2022
•Initiate design plans to improve function and technology in
the Cannon Gallery and the Schulman Auditorium
•The new leadership team is assessing operations,
organizational structure and strategies for increased
effectiveness and efficiencies
Core Services
Parks & Recreation
•Promote community health and wellness
•Strengthen community connectivity/active lifestyles
•Oversee community and aquatic centers, athletics,
events, enrichment, pre-school and accreditation
•Plan/process Capital Improvement Program Projects
•Manage open space, habitat, parks, trails, trees,
facilities landscapes, medians, north beach accesses
Key Changes
•Reopening of facilities and services
•Continue many new virtual services
•Master and strategic action plan update
•Commission for the Accreditation of Park and
Recreation Agencies accreditation (one of five
agencies in California)
•Integrate completed projects (Buena Vista
Reservoir Park, Calavera Hills Community Park
Gateway)
•New contractors for maintenance services
Core Services
Real Estate
•Manage city’s real estate assets
–Public benefit
–Future city facility needs
–Return on investment
•Acquisition and disposition of city assets
–Long-term lease of city assets
–Open space acquisitions
•Manage city WCF licenses
Adopted 2021 Proposed 2022 Change %
Personnel $25,069,574 $26,309,897 $1,240,323 4.9%
M&O 12,077,458 16,460,204 4,382,746 36.3%
Interdept 5,501,090 6,411,536 910,446 16.6%
TOTAL $42,648,122 $49,181,637 $6,533,515 15.3%
Full-Time Personnel 162.28 165.65 3.37 2.1%
COMMUNITY SERVICES: GENERAL FUND
Adopted 2021 Proposed 2022 Change %
Personnel $1,311,772 $1,535,225 $223,453 17.0%
M&O 19,733,605 19,692,528 (41,077)-0.2%
Interdept 214,858 264,074 49,216 22.9%
TOTAL $21,260,235 $21,491,827 $231,592 1.1%
Full-Time Personnel 9.97 11.85 1.88 18.9%
COMMUNITY SERVICES: OTHER FUNDS
Administrative Services
Laura Rocha
Deputy City Manager
Human Resources
Judy Von Kalinowski, Director
Finance
Ryan Green, Director
Information Technology
Maria Callander, Director
Innovation & Economic Development
David Graham, Director
Budget Considerations
•Financial accounting and reporting
•Budget planning and forecasting
•Effective human resource management and
compliance
•Employee recruitment, engagement
•Diversity, equity, and inclusion
•New regulations, requirements for training,
safety, compliance
Budget Considerations
•Digital transformation & technology infrastructure
•Small business support and revitalization
programming
•Business community outreach & communication
•Local and regional collaboration
•Effective data management and visualization
•Business process improvement
Core Services
Administrative Services -Administration
•Leadership and management support
•Long-range financial and strategic planning
•Budget oversight
•Policy development
•Internal audit
Key Priorities
•Continue to ensure short and long-term financial
status is healthy and sound
•Review opportunities for new and/or enhanced
revenues
•Enhance training and resources for employees for
job specific training and career development
•Continue to enhance transparency, accountability,
and integrity in all operational areas
•Review Administrative Services policies and
procedures to continuously update, enhance, and
streamline
Core Services
Finance, Treasury
•Long-range financial planning
•Budget management
•General accounting and reporting
•Purchasing
•Utility billing, business license, cashiering
•Treasury & debt management
•Receiving, messenger, and mail services
Key Priorities
•Continue to monitor the economy and the Ten-
Year Forecast
•Continue to seek funding opportunities related to
COVID-19 costs and revenue shortfalls
•Support the Utilities cost of service study for future
rate adjustments
•Implement GASB 84 (fiduciary funds) and begin
implementation of GASB 87 (leases)
•Expand electronic bidding to increase efficiencies
in procurement
Key Priorities
•Continue working with the Information
Technology Department and Human Resources
Department to develop a strategic plan for
future technology system consolidations
•Complete an administrative order on the use of
outside legal counsel and expert advisors
•Continue working with Construction
Management and Inspection on the refunding
of outstanding developer deposits
Core Services
Human Resources
•Compliance
•Employee and labor relations
•Training and employee engagement
•Recruitment and retention
•Performance and analytics
•Classification and compensation
•Benefits and workers’ compensation
•Risk management
•Internship management
Key Priorities
•Continue to maintain compliance with all state
and federal employment laws
•Continue to support the organization’s learning
and development needs
•Deploy learning management system citywide
•Continue to develop diversity, equity and
inclusion program
•Implement new or updated employment and
labor compliance policies
Key Priorities
•Negotiate labor contracts with Carlsbad Police
Officers’ Association and Carlsbad Police
Management Association, effective Jan. 1, 2022
•Conduct employee engagement survey
•Review employee benefits to maintain
compliance and industry standards
•Continue to increase use of data analytics in all
program areas to be used citywide
•Expand digital outreach for recruitments
Key Priorities
•Significantly increased budgeted insurance
premiums to cover anticipated higher liability and
property insurance premiums for the coming year
•Continue aggressive follow-up on subrogation
efforts to increase city loss recoveries
•Continue to share workers’ compensation data
with management to effect change, especially in
key departments
•Develop workers’ compensation strategic plan
and data analytics
Core Services
Information Technology
•IT infrastructure, applications and security
•Desktop and mobile support for staff
•Public computer labs at community centers and
library
•Public safety technology
•Geographic Information Systems
•Security policies and threat investigation
Key Changes
•Incorporated technology budget items existing in
various other departments’ accounts into the IT
Department’s account for a total budget increase
of $481,000
•Budget enhancements for software maintenance
increases, user licenses, and support services
Key Priorities
Software System Upgrades
•Upgrade permitting system to accept online
permit applications
•Add agenda management functionality to our
Records Management System
•Upgrade IT service management system to
automate software asset management
Key Priorities
Implementation of new systems
•Computer Aided Dispatch
•Enterprise Asset Management
•GIS Mobile apps and dashboards
•Data Analytics
•Open Data Portal
•Project Portfolio Management
•Virtual Permitting Counter
Key Priorities
Other key projects
•Studies to determine future technology needs
•Master plan and design for future phases of
Digital Information Network
•Consolidation of infrastructure to improve
efficiency
•Implementation of various new library technology
improvements
Core Services
Innovation & Economic Development
•Business Expansion, Attraction & Retention (BEAR)
•Business support, marketing, info sharing and regional
collaboration
•Economic recovery and revitalization initiative management
•Talent attraction/retention and inclusive economic growth
•Centralized support for city data collection, management and
visualization
•Citywide continuous improvement support
•Citywide design thinking, strategic planning and innovation
facilitation
Key Priorities
•Set a foundation for economic recovery
and revitalization
•Expand and optimize support services for
Carlsbad businesses and city departments
engaging with businesses
•Create and deploy new and innovative programs
to support business resiliency
Key Priorities
•Support cross-departmental functions to
maximize efficiency
•Develop a coordinated approach to citywide data
driven decisions
•Develop a training program for performance
management, data, and continuous improvement
Adopted 2021 Proposed 2022 Change %
Personnel $7,007,104 $7,012,739 $5,635 0.1%
M&O 4,413,034 4,288,846 (124,188)-2.8%
Interdept 711,559 961,322 249,763 35.1%
TOTAL $12,131,697 $12,262,907 $131,210 1.1%
Full-Time Personnel 49.00 48.00 (1.0)2.0%
ADMINISTRATIVE SERVICES: GENERAL FUND
Adopted 2021 Proposed 2022 Change %
Personnel $6,190,007 $6,333,028 $143,021 2.3%
M&O 15,609,663 15,121,465 (488,198)-3.1%
Interdept 37,696 56,686 18,990 50.4%
TOTAL $21,837,366 $21,511,179 ($326,187)-1.5%
Full-Time Personnel 40.00 40.00 0.00 0.0%
ADMINISTRATIVE SERVICES: OTHER FUNDS
Policy & Leadership
Geoff Patnoe
Assistant City Manager
Office of the City Attorney
Office of the City Clerk
Office of the City Council
Office of the City Manager
Communication & Engagement
Intergovernmental Affairs
Core Services
•Operationalize City Council policy direction
•City Council resources
•Manage daily operations
•Legal and regulatory compliance
•Intergovernmental relations
•Community engagement and transparency
•Public records and elections
Budget Considerations
•Maintain high level of community engagement
and access to information
•Implement FY 21-22 Council Goals
•Manage efficient response to COVID-19 public
health emergency and recovery
•Support legal needs of the organization
•Maintain active legislative/regulatory
engagement
•Continued expansion of digital communication
tools
Key Accomplishments
•Maintained budget at the reduced FY 20-21 levels
•Managed city response to COVID-19 emergency,
recovery and reopening
•Prioritized the development of a project status
tracking dashboard
•Streamlined operations by combining City Clerk’s
Office within the Policy & Leadership Group
•Launched new city website
•Created additional capacity to conduct early and
meaningful public engagement programs
Key Priorities
•Maintain high level of service with less revenue
•Deliver on City Council goals
•Support COVID-19 recovery
•Manage COVID-19 related workforce and public
services transition
Adopted 2021 Proposed 2022 Change %
Personnel $6,057,363 $6,100,147 $42,784 0.7%
M&O 1,364,008 1,345,819 (18,189)-1.3%
Interdept 505,568 675,636 170,068 33.6%
TOTAL $7,926,939 $8,121,602 $194,663 2.5%
Full-Time Personnel 32.00 32.00 0.00 0.0%
POLICY & LEADERSHIP: GENERAL FUND
Adopted 2021 Proposed 2022 Change %
Personnel $0 $0 $0 0.0%
M&O 351,000 345,000 (6,000)-1.7%
Interdept $0 $0 $0 0.0%
TOTAL $351,000 $345,000 ($6,000)-1.7%
Full-Time Personnel 0.00 0.00 0.00 0.0%
POLICY & LEADERSHIP: OTHER FUNDS
Strategic Digital Transformation
Investment Program
Maria Callander, IT Director
{city of
Carlsbad
Overview
General program objectives
Program components
Program costs
Project review
Funding sources
Adopt an approach to technology investment like
investment in physical infrastructure
Strategic plan for technology and digital
transformation
Create a rolling five-year program
Comprehensive and transparent
Ability to update based upon Council approvals,
goals,and priorities
Ability to respond to ever changing technology with
continuous improvement and evaluation
Objectives
•
1&1
New section in the city’s annual budget
•Strategy
•Project descriptions
•Roadmaps –1 year and 5 year
•Costs
•Funding sources
Components
Total Costs
Total 33 Projects
•15 active with prior
funding
•9 new
•4 completed
•2 cancelled
•3 future
3%6%
6%
36%
49%
Build Capacity for Data-driven
Decision Making
Enhance Accessibility and
Transparency
Foster a Vibrant Civic Engagement
Culture
Promote Security and Sustainability
through Connectivity
Pursue Communitywide Digital
Transformation
FY 2021-22 to FY 2025-26
$26.94 million
■
■
■
■
■
SDTIP FY 2021-22 Funding Request
48%
58%
-6%
New projects
Requesting funding
Cancelled
$4.87 million funding requests
•Nine new projects
$2.35 million request
•Seven prior projects
$2.81 million in additional
funding requests
•Two cancelled projects
returning $290k
■
■
■
Project Review
•Completed projects
•Prior projects –additional funding requested
•New projects –funding requested
•Cancelled projects
Completed Projects
•Learning Management System
•Financial System Upgrade
•Mobile Computer Program
•Council Chamber Technology Upgrade
Prior Projects –Additional Funding Requested
Title Prior Years FY 2021-22 FY 2023-26 Total
Digital Information Network $ 4,725,584 $ 100,000 $ -$ 4,825,584
Consolidation & Replacement of Core Systems
Study/RFP 400,000 -4,000,000 4,400,000
Enterprise Asset Management RFP 100,000 1,000,000 500,000 1,600,000
Records Management System Expansion 533,128 110,420 -643,548
Project Portfolio Management Software RFP 200,000 300,000 -500,000
Audio Visual Upgrades 525,000 100,000 400,000 1,025,000
Security Measures 250,000 100,000 400,000 750,000
Annual Hardware/Infrastructure Replacement Annual 1,102,635 4,545,000 5,647,635
Total -Additional Funding Requested $ 6,733,712 $ 2,813,055 $ 9,845,000 $ 19,391,767
Digital Information Network
•Approved Dec 2019
•Phase 1 nearing completion
•Planning for future phases in
progress
•Consultant to develop master
plan
•Funding for design
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget Budget
Innovation Fund $ 4,725,584 $ 100,000 $ -$ -$ -$ -$ 4,825,584
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Consolidation & Replacement of Core Systems
Study/RFP
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget Budget
Innovation Fund $ 400,000 $ -$ 2,000,000 $ 2,000,000 $ -$ -$ 4,400,000
•Multi-year
•20 core systems
•Evaluating current systems
•Working with consultant to
evaluate future options
•Request for proposal
•Future funding request
Centralized/Consolidated Solution
Primary Core Functionality Extended Core Functionality
Enterprise Asset Management
•Multi-year project
•Consolidate multiple systems and
manual methods
•Requirements and business
processes complete
•FY 22 request for proposal and
begin implementation
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget Budget
Innovation Fund $ 100,000 $ 1,000,000 $ 500,000 $ -$ -$ -$ 1,600,000
Cyber Security Program Development
•Multi-year continuous project
•Five initial initiatives identified
•Once initiatives in place cost
moved to IT Dept operating budget
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget Budget
Innovation Fund $ 250,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 750,000
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New Projects
Project FY 2021-22 FY 2023-26 Total
Computer Aided Dispatch $ 1,000,000 $ -$ 1,000,000
Online Permitting/Electronic Reviews 645,000 -645,000
Data Governance and Operational Analytics 295,000 -295,000
Civic Engagement With Open Data 180,000 -180,000
Virtual Permitting Counter 61,000 23,000 84,000
Enterprise Digital Asset Management Assessment 50,000 -50,000
Exploration HUB A/V 41,852 -41,852
Next Generation Online Catalog 40,000 -40,000
Discovery Management Assessment 30,000 -30,000
Meter Data Management -500,000 500,000
Timekeeping System Upgrade -120,000 120,000
Intranet Upgrade -60,000 60,000
Total -New Projects $ 2,342,852 $ 703,000 $ 3,045,852
Computer Aided Dispatch
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget Budget
Innovation Fund $ -$ 1,000,000 $ -$ -$ -$ -$ 1,000,000
•Current system 2005
•CAD consultant council approval
in June 2019
•Final phase of RFP process
•Return to council for approval of
agreement
•Begin implementation FY21-22
•Ongoing Cost (est) = TBD
Online Permitting and Electronic Reviews
•Enable our permitting system to
accept online permit applications
including plans and drawings
•Initial pilot to identify appropriate
hardware and software before
citywide implementation
•Ongoing Cost (est) = $27k
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget Budget
Innovation Fund $ -$ 645,000 $ -$ -$ -$ -$ 645,000
Data Governance and Analytics
•Build capacity for data driven
decision making
•Data policy
•Implementation of a centralized
data library
•Data visualization software and
training
•Ongoing Cost (est) = $360K
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget Budget
Innovation Fund $ -$ 295,000 $ -$ -$ -$ -$ 295,000
Civic Engagement With Open Data
Open data portal for access to city
datasets.
Community engagement and
transparency
Save staff time
2 Year phased approach
Ongoing Cost (est) = $175K
Prior Year Req FY21-22 Est FY22-23 Est FY23-24 Est FY24-25 Est FY25-26 Total
Funding Source Budget Budget Budget Budget Budget Budget Budget
Innovation Fund $ -$ 180,000 $ -$ -$ -$ -$ 180,000
Cancelled Projects
•OKTA/ServiceNow Identity Automation
–Returning funded amount of $200,000
•Teleconferencing services for public meetings
–Return $90,000 balance of unused funds
Funding Sources
Innovation Fund
68%
$18.44 million
Information
Technology
Replacement Fund
29%
$7.85 million
Local Cable
Infrastructure
1%
$150,000
Pending 2%
$500,000
Estimated Total Project
Cost by Funding Source
FY 2021-22 to FY 2025-26
$26.94 million
Total Funds Needed -Innovation Fund
Prior Years FY 2021-22 FY 2023-26 Total
Prior-No Funding Requested $ 2,005,916 $ -$ -$ 2,005,916
Prior Active-Additional Funding Requested 6,733,712 1,710,420 5,300,000 13,744,132
New Projects-Funding Requested -2,342,852 203,000 2,545,852
Cancelled Projects -Funding Returned 440,000 (290,000)-150,000
Total $ 9,179,628 $ 3,763,272 $ 5,503,000 $ 18,445,900
Innovation Fund Balance
Requested Estimated Estimated Estimated Estimated
Year 1 Year 2 Year 3 Year 4 Year 5
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26
Beginning Available Balance $ 6,615,318 $ 2,852,046 $ (50,954)$ (2,250,954)$ (2,450,954)
Transfers In -----
Project Appropriations 3,763,272 2,903,000 2,200,000 200,000 200,000
Ending Available Balance $ 2,852,046 $ (50,954)$ (2,250,954)$ (2,450,954)$ (2,650,954)
Capital Improvement Program
Paz Gomez, PE, CEM, GBE, CPM
Deputy City Manager
Public Works
{city of
Carlsbad
Capital Improvement Program
•Long-range planning for high-quality facilities and infrastructure
•Funding for the future set aside today
•Inclusive, transparent process including
public input
•Consistent with General Plan, Growth Management Plan and Climate Action
Plan
Asset Management Approach
Lifecycle management of an
infrastructure asset to
provide the required level of
service in the most cost-
effective manner
Asset Management Approach
•Long-range planning
•Saves money over time
•As infrastructure inventory
grows, maintenance needs
increase
Defining the CIP
The Capital Improvement Program includes any construction,
rehabilitation or replacement of major infrastructure such as
streets, libraries, parks, fire stations and administration facilities,
water, sewer and drainage facilities and other facilities located on
or in the ground.
Planning
Study
Plan
Assessment
Maintenance
& Operations
Technical master plans
Repair
Refurbishment/ Rehabilitation
Modifications
Improvements
Maintenance Program
Monitoring
Replacement
Upgrade
Capital
Projects
Regulatory & Policy-Driven:
Legal requirements, compliance with Growth Management Plan, Climate Action Plan, defined projects to implement policies, plans and goals adopted by City Council
Community Enhancements: new facilities, expansions, parks & trails, traffic signals, coastal improvements
Project
Accounting
CFD #1 Admin
Open Space Acquisition
Loans
Repayment/ Transfer
CIP Project Phases
Project Delivery
Ideal
Reality
Project Duration
0 10 20 30 40 50 60
ADD construction challenges
ADD re-design and re-bid
ADD community feedback
ADD permitting issues
Original schedule
Planning
Design
Bid & Award
Construction
Close-out
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Times of Year
•Summer
•School calendar
•Holidays
•Breeding seasons
Staging/Bundling
•May delay one project so it
can be sequenced or bundled
with another
•Increases efficiency
•Saves money
New Information
•Older infrastructure
•Other agencies' infrastructure
•Documentation not precise
•Soil conditions
•Differing site conditions
Factors Impacting Project Delivery
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Weather
•Rain
•Wind
•Humidity
•Heat
Environmental Impacts
•Resource agencies permits
•Mitigation/ breeding seasons
•Endangered species
•Habitat management plan
•Discovery of biological resources
Cultural Resources
•Unanticipated discoveries
•Processing with partners
Factors Impacting Project Delivery
,,,
Staff Capacity
•Project management
•Contract management
•Staff turnover
•Vacancies
Leadership Changes
•Changing priorities
•Internal reviews/approvals
•Leadership turnover
Community Engagement
•Early and meaningful
•Increasing involvement
•Frequent check-ins
•Changes in direction
•Iterative process
Factors Impacting Project Delivery
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Continuous Improvement
Opportunities for streamlining
Risk Assessment
Stakeholder Input
New project delivery methods
Contracting best practices
New technology
Stakeholder review
Lessons learned
City Council and Community Feedback
Project Idea
•Health and safety
•Regulatory requirements
•Policy documents
•Master plans
•City Council goals
•Community vision
•Community feedback
Project Vetting
•Assess need
•Community
engagement
•Prioritize
•Identify funding
Update 15-Year CIP
•Development team
•Steering committee
•City Manager
CIP Budget Development
Approve CIP
•With annual budget
•City Council
' I -~-~ -.. ) ) )
Completed Projects Highlights
Strategy for Moving Forward
•Focus on realistic outcomes
•Re-evaluate project needs against current conditions
•e.g., Fire Station No. 4
•Anticipate revenue decreases in some capital funds
and recommend funding adjustments
•Continue projects that are already underway
•Match funding recommendation to project timing
(“Just in time” approach)
Considerations for Evaluating Projects
•Current project status
•Scheduling and sequencing
requirements
•“Date certain” requirement due
to regulatory or legal constraint
•Project constraints
•Staff capacity / project
management capacity
•Prioritization
•Community interest
•Project cost / availability of
funding
•Confirm available balances are
adequate to match project
timing
•Competing projects
•Impact / business case
•Alternatives
•Direction from leadership
FY 2021-22 Funding Request
•Reduced projected expenditures by 35%
•Last year’s FY 2021-22 expenditure projection was $87 million
•Revised to $56.2 million in requested appropriations
•$56.2 million requested
•113 projects with funding requests
•20 new projects with $4.4 million in requested funding
Capital Projects
34%
Maintenance &
Operations
40%
Planning
1%
Project
Accounting
25%
By Project Classification
FY 2021-22 Funding Request
District 1
9%
District 2
19%
District 3
5%
District 4
1%
Multiple
Districts
66%
By District
Civic Projects
and Facilities
Maintenance
15%
Parks
5%
Drainage
13%
Sewer
20%
Water and
Recycled Water
5%
Transportation
42%
By Project Type
Multiple Districts
FY22 Project Location (District 4)
Estimated cost: $446,685
A, Capital Project Dashboard
0
0
Jevve1 1
Water
Pavement
Management
Program
Transportation
Concrete
Repair/Replacement
Program
Transportation
ADA Improvement
0 Program
Transportation
Street Lighting
0 Replacement Program
Transportation
Adaptive Traffic e Signal Program
Traffic System
•
Citywide Drainage
Improvement
Program
Drainage
Drainage Master Plan e Update
Drainage
Showing 1 X
Concrete
Repai r/Replaceme n1
Program
Project#
6013
Score
Medium
Available Total Project
Balance Cost
$549,8 19.17 $8,770,000.00
Description
Miscellaneous co ncrete
repairs to sidewalks, curb
and gutter, d riveway aprons
and cross gutters along
streets included in t he
Pavement M anagement
Program projects.
Rationale
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Esri Community Maps Contributors, SanGI. ..
I
•Total requested budget increased by $3.6 million in FY22 through FY24
•Represents 15% increase to total costs to accommodate anticipated
inflation, construction management firm, staff and contingency costs
•The project budget has not received a substantive increase since FY09
Prior
Appropriation FY22 FY23 FY24 FY25 TOTAL
Preliminary $1,837,200 $1,275,000 $1,175,000 $1,175,000 $23,420,000 $28,882,200
Final $1,837,200 $1,275,000 $1,175,000 $1,175,000 $22,085,000 $27,547,200
Veterans Memorial Park –Requested Budget
•Funded by Community Facility
District (CFD) No. 1 -special tax assessment
•Project cost increase could result in higher tax assessment for remaining
development
•City Council will receive an update
on CFD No. 1 tax assessments on
June 8, 2021
Veterans Memorial Park –Funding
Agua I-ledionda
Lagoon
FY 2021-22
Requests Greater Than $2 million
Project Priority FY 22 Request
Avenida Encinas Widening -South of Palomar Airport Road High $ 3,776,000
Beach Access Repair/Upgrades -Pine Avenue To Tamarack Critical $ 2,500,000
Buena Vista Creek Concrete Channel Maintenance At El
Camino Real Critical $ 2,820,000
Citywide Drainage Improvement Program High $ 2,297,500
Desalinated Water Flow Control Facility No. 5 High $ 7,950,000
Pavement Management Program High $ 4,290,000
SCADA Improvements Critical $ 4,400,000
Terramar Area Coastal Improvements High $ 2,450,000
Proposed New Projects:
Fire Department Standards of Cover
Project FY 22 Funding
Request Funding Source
Fire Station No. 6 Office to Bedroom Conversion $35,000 GCC
Temporary Fire Station No. 7 $900,000 GCC
Fire Department Administration Offices $150,000 GCC
..
Proposed New Projects:
Transportation/Mobility Improvements
Project FY 22 Funding
Request Funding Source
Cannon Rd / Paseo del Norte SMP & GMP Improvements $60,000 Gas Tax
Carlsbad Blvd. Pedestrian Improvements $700,000 Gas Tax / HSIP Grant
Carlsbad Blvd. Lane Reduction and Striping $300,000 Gas Tax
Jefferson Street SMP Improvements $75,000 Gas Tax
La Costa Avenue SMP Improvements $110,000 Gas Tax
PAR/Avenida Encinas GMP Improvements $230,000 Gas Tax
Proposed New Projects: Safety and Security
Project FY 22 Funding
Request Funding Source
Cannon Road Lift Station Improvements $150,000 Sewer Repl
El Fuerte Lift Station Pump Addition $180,000 Sewer Conn
Carlsbad Water Recycling Facility Roof Replacement $225,000 Recycled Water Repl
Las Palmas Roof Replacement $500,000 IRF
Cole Library Security Fencing $40,000 IRF
Senior Center Security Fencing $20,000 IRF
Proposed New Projects: Climate Action Plan
Project
FY 22
Funding
Request
Funding Source
State Street Parking Lot EV Charging
Station $300,000 PFF
Proposed New Projects: Cultural Arts
Project FY 22 Funding
Request Funding Source
Chestnut Underpass Public Art $100,000 GCC
Schulman Auditorium & Cannon Art Gallery
Refurbishment $200,000 IRF
Cancelled Projects
•Fire Station No. 4 Expansion
–Returns just under $5.1 million in previously
appropriated project funding to the General
Fund
Projects not yet Started
Type Project Available Balance
Avenida Encinas Pedestrian Access Improvements $ 75,000
Camino De Los Coches And La Costa Avenue Intersection Control $ 250,000
Citywide Thermoplastic Pavement Markings $ 50,000
Advance Street Name Signs $ 40,000
Carlsbad Boulevard Pedestrian Lighting -Tamarack To State Street $ 1,303,979
Left Turn Lane Extensions $ 200,000
North Batiquitos Access Road Improvement $ 250,000
Sewer Line Capacity Improvements $ 200,000
El Camino Real Medians $ 852,000
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Projects not yet Started
Type Project Available
Balance
Traffic Signal -La Costa Avenue And Levante Street $ 250,000
Carlsbad Blvd Realignment $ 1,720,974
College Boulevard -Cannon Road To Badger Lane (375 Zone)$ 1,059,817
College Boulevard -Cannon Road To Badger Lane (490 Zone)$ 1,090,000
Guardrail Replacement and Improvement Program $ 150,000
Hydroelectric Generation at Water Facilities $ 200,000
Kelly Drive Channel Repair $ 558,183
La Costa Avenue Traffic Improvements $ 8,842
Marca Place Drainage Improvements $ 63,929
Ocean Street Restroom Facility $ 769,895
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Delayed Projects
Type Project Priority
ADA Beach Access-Pine To Tamarack Medium
Alga Norte Park Modifications Medium
Buena Interceptor Sewer Improvements –East Segment High
Chestnut Avenue Complete Street Improvements-Valley To Pio Pico Medium
Chestnut Complete Street I-5 To Railroad Project Study Medium
Christiansen Way Improvements Medium
Harding Center Refurbishment Low
Hosp Grove Park Improvements Low
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Delayed Projects
Type Project Priority
Las Palmas Trunk Sewer High
Maerkle Reservoir Transmission Main Medium
Ocean Street Reconfiguration Concepts Study Medium
State Street and Grand Avenue Road Improvements Medium
Tri -Agency Water Transmission Pipeline Replacement High
Village Public Gathering Spaces Study Medium
Vista Carlsbad Interceptor -Buena Vista Lift Station
Improvements Critical
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CIP Public Dashboard
http://www.carlsbadca.gov/services/depts/pw/default.asp
! Capital Project Dashboard -
Traffic Signal -La 7
Costa Avenue And
Levante Street
Traffic System
Traffic Signal -
Poinsettia Lane And
Brigantine Road
Traffic System
Traffic Signal Master
Plan
Traffic System
Traffic Signal -Camino
Vida Roble And
Yarrow Drive
Traffic System
Village Intelligent
Parking
Implementation
Traffic System
Traffic Signal -Alga
Road And Cazadero
Drive
Oceans\de blVD ,,:. ......
0 • • ~
La
M
I 4•• +I . -
Traffic System s GIS E · H"oc: G · I l==::__ _____ --==:=:=-J L---------------an , sn, '""~\: a n;11n, ...
Total Projects
I • -22
~ 1 of 22 ~
Traffic Signal -La Costa
Avenue And Levante
Street
Project#
3938
Available
Balance
$250,000.00
Score
Low
Total Project
Cost
$250,000.00
Description
Installation of a three-leg, fully
actuated traffic signal, including a
type 170 controller, 200SA local
intersection control program,
video detection battery back-110